Manual

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Cleaning Services Information Guide

JJ Property Maintenance

Network, Inc.

For Internal Use Only

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Research and Compilation

For JJ Enterprise

By Juan Rodriguez Flores, May - June 2016

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How do you define clean? What is an acceptable quality level?

Jim Petrocelli

The question our clients ask more frequently than any other question is, “What is the defini-

tion of clean?”

It should be an easy question to answer since the dictionary definitions are pretty straightfor-

ward: Clean: free from dirt, marks or stains.

However, as H.L. Mencken famously said, “For every complex problem there is an answer

that is clear, simple and wrong.”

Proper Understanding

Properly understood, defining “clean” is really a question of quality. Specifically, “What is an

acceptable quality level?”

Philip Crosby, a leading contributor to management theory and quality management practice

defined quality as “conformance to requirements, not as 'goodness.'”

This means being able to develop a precise definition of what the customer wants and can

pay for.

In a perfect world, all customers would see the value of a perfectly clean building and view

the associated cost as an investment.

The realities of the marketplace mean that there are tradeoffs.

Thus, it is possible to conform to the customer’s requirements without delivering a perfectly

“clean” building.

Two-pronged Approach

ISSA’s Cleaning Industry Management Standard (CIMS) echoes Crosby’s philosophy.

Section 1.1.1 states: “There shall be a site-specific scope of work or performance outcome

describing cleaning service requirements.”

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First, define customers’ requirements; and, second, validate conformance to those require-

ments.

Organizations must regularly measure themselves on their success in conformance to cus-

tomer requirements.

Surveys, inspections, counting complaints and customer evaluations are some of the tools

that CIMS identifies.

Measurement is essential because it is the only way for an organization to know if it is

meeting the customer’s expectations and therefore, achieving an acceptable quality level.

To help organizations define clean, conform to that definition and then confirm conformance

through measurement.

I have developed the following checklist:

Agree on the scope of work or performance outcome. Work together with individual custom-

ers to reach an agreement on a scope of work or performance outcome. Identify all surfaces

and attributes that need to be cleaned in each area of each building. If you are using a tradi-

tional scope of work, identify how frequently they will be cleaned. If it is a performance con-

tract, define what each area should look like after it has been cleaned.

Prioritize areas or surfaces in order of importance and weigh them accordingly. If the custom-

er views certain areas or surfaces as more important than others, use a weighting system to

prioritize tasks. It is common for areas, such as restrooms, lobbies and other high traffic are-

as, to be given greater weight. Health care facilities would consider patient rooms to be a high

priority area. Engage your customers to help identify the level of importance for each area

that will be cleaned. Based on the level of importance, assign a rate or a weighting score for

each task. There are many ways to do this and most quality assurance programs provide for

weighting.

Assess each item/surface on a pass/fail or yes/no basis. Simple “yes” and “no” answers pro-

duce the most consistent measurements and can help determine whether or not each task

was performed. A “yes” is a pass and a “no” is a fail. So, for example, if an area has 10 surfac-

es or items to be cleaned and nine pass that area gets a score of 90. Then, weigh that score

accordingly depending on the importance of that area.

Repeat steps 1-3 for every area tasked to clean. The building’s quality score is the composite

of each area’s score and each area’s score is the composite of all tasks/results that make up

the area. The whole is truly the sum of its parts.

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The principles of CIMS are the starting point in building the framework for defining “clean”

and setting an acceptable quality level. Ultimately, our customers set the requirements in

each facility. By defining expectations and measuring performance, cleaning organizations

can deliver the quality that customers expect and build long-term relationships.

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Cleaning Services Industry in 2016 at a Glance

By Ray Falcon

The cleaning industry provides several different services. Franchises in this large industry

mostly fit into one of three areas: cleaning and jantiorial services, carpet and upholstery

cleaning services, and dry cleaning and laundry services. In 2010 there were about 50,000

cleaning services operating in the United States and about 9,000 carpet and upholstery com-

panies, which brough in a total of about 40 billion dollars in annual revenue. About 90 per-

cent of the cleaning revenue is accounted for by cleaning companies, versus about 10 per-

cent by carpet and upholstery. There were 30,000 companies in the laundry and dry clean-

ing business that brought in about 10 billion dollars in revenue last year, 70% of which were

retail laundry and dry cleaning operations, and 30% of which were coin-operated laundry

locations. Cleaning services include general services like trash pickup and floor polishing,

and also include more specialized services like window washing. Carpet cleaning services not

only clean carpets, but also can clean leather, tile, or offer water damage restoration ser-

vices. Cleaning industry locations tend to be centered by urban and suburban hubs where

there is a lot of office space. Dry cleaning consists of collecting clothes, either at a retail loca-

tion or from a customer's home, and cleaning them either at the retail location or a cental-

ized facility, pressing the clothes, and returning the clothes to the customer.

Dry Cleaning

Efficiency and good location are imperative to successful dry cleaning companies. Expensive

equipment is a factor making costs particularly high in this sector. Customer retention is very

important and prices depend on the fabric being washed or the services being performed.

Federal regulations are a factor for business owners, governing environmental emissions and

disposal of potentially hazardous chemicals which are involved in the dry cleaning process.

By owning a franchise, a franchisee can get the benefits of working with a large company

and cleaning laundry at a centralized facility. Smaller independent facilities often have trou-

ble affording new equipment, complying with government regulations and being as efficient

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as large organizations. At home pick up is another way some dry cleaners have been able to

expand business, and some work exclusively with at home pick up. Examples of retail dry

cleaning franchises include Comet Cleaners and Dry Clean USA while a pick up dry cleaning

franchise is Dry Cleaning To-Your-Door.

Carpet and Upholstery Cleaning

The appearance of wall-to-wall carpeting in the 1950s sparked the growth of the carpet and

upholstery cleaning industry;. Whereas before people had to roll up their carpets to bring

them in to be dry cleaned, the carpet and upholstery cleaning industry brings the conven-

ience of the dry cleaner to customers' homes. By 2010, there were about 20,441 carpet and

upholstery businesses operating in the United States, employing 69,408 people and bringing

in 3.1 billion dollars in revenue. The industry is dominated by small businesses; companies in

the field employed an average of five people each. In the 2000s, commercial customers were

the biggest growing section of the field, as schools, stores and offices switched from hard

flooring to carpeting. Referrals are very import in the marketing of redisdential carpet clean-

ing companies. Chem-Dry and Heaven's Best are two carpet and upholstery cleaning fran-

chises.

Cleaning Services

There were 824,394 workers in the cleaning industry in 2010. The industry is fairly top-heavy

– the fifty largest companies account for about thirty percent of the revenue. About 7% of

cleaning workers were self-employed. There are both small and large cleaning companies.

But small companies tend to be restricted to residential cleaning, since large commercial

cleaning requires many employees and specialized skills. The economic depression of the last

few years hit the cleaning industry as it hit most American industries, but the health care in-

dustry played a large role in managing to keep the cleaning industry profitable. As the num-

ber of elderly americans increased, there was a greater need for cleaning services. Jani-King

and MTO are typical janitorial cleaners, and KEI Window Cleaning is an example of a common

window cleaning franchise.

Marketing is especially important in this area, as there are notably low barriers of entry into

the field which makes for some serious competition. For this reason, profit margins tend to

be low, and customer retention is critical. Labor costs generally represent about 80% of total

operation costs. Costs are often the most important factor for businesses when choosing a

provider in this industry. Immigrants are an important part of the labor force in this field, so

knowledge of related regulations can be essential. Immigration audits can and do happen, so

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business owners must be prepared. These jobs tend to be low paying and also can subject

employees to dangerous chemicals which can have adverse heatlh effects. These factors lead

to high employee turnover which can be a serious issue for businesses.

The Future for the Cleaning Industry

Low vacancy rates in office spaces are important to the continuing success of both the clean-

ing and carpet cleaning sectors, as they depend on getting most of their business from offices

and commercial buildings. When office vacancy rates went up during the recent depression,

business suffered significantly. For residential cleaning, the economy is also important. When

incomes are lower, residents will choose to save money by putting off carpet cleaning. Com-

petition may come to cleaning services from larger catch-all companies who offer cleaning as

part of a bundled program of many more services, such as parking, snow removal, and pest

control. In-house janitorial services operated by buildings and management companies may

also serve as competition.

Green cleaning products and procedures are a trend to watch out for in the future. As envi-

ronmentalism becomes more and more popular and new environemental regulations come

onto the books, businesses should keep in mind the benefits of being green. For all types of

cleaning, there is an opportunity for businesses who use new technology to have a leg up on

the many companies that have not changed their cleaning methods in years and years. For

dry cleaners, the wet cleaning process is one these forms of technology that is becoming

more popular. In addition, dry cleaners should be prepared to face tigher water supply regu-

lations in some areas of the country. Improving home cleaning technology may serve as po-

tential competition for dry cleaners as well, in addition to a trend towards wearing less for-

mal and easier to clean clothes.

The cleaning industry is one of the fastest growing service industries in the United States. It is

predicted that cleaning services will experience a five percent growth rate between 2008 and

2018, and this growth will be largely due to the health care industry, where elderly care

needs will only increase over that period. In addition, personal consumption for cleaning,

laundering and repair of clothing is predicted to increase at a compound annual rate of 3 per-

cent from 2010 to 2015.

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Selling Cleaning Contracts

By Cliff Beiser |

“Do everything in your power to make the people you are hoping to sell feel appreciated

and important, and they will become your customers. Treat the people who are already

buying from you the same way, and they will remain your customers for life.”—Dale Carne-

gie

Take this quote to heart; it can go a long way toward helping you score more contract

cleaning bids by allowing you to focus on selling the right aspects of your business. The re-

frain is the same for the entire cleaning contracting industry: All our customers care about

is the lowest price! We can start changing this refrain today by making a concerted effort

to not sell based on price. Instead, we should be focusing on major value-added strategies

to close the deal.

Each of us deserves high margins because professional cleaning is a time-consuming busi-

ness that has become even more difficult in recent years due to the economic downturn,

increased outsourcing, and heavier competition. So if your cleaning business isn’t reward-

ing you with sustainable profits, then revamping your sales strategy can help improve the

situation.

Below is a short outline of items you must consider and include if you want to “win” bids

not just based on price.

What factors should be present when preparing a high-margin bid?

Understand exactly what level of cleaning detail the potential client is looking for.

Focus on the procedures, policies, and—most importantly—systems that allow you to con-

sistently deliver the kind of cleaning you say you can deliver.

A clear scope is the key to accurate pricing.

Prepare your bid. The most important part of creating a bid is ensuring that it is vibrant

and organized.

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Ask questions until you have ALL the information you will need. Listen to Francis Bacon, who

once said: “Who questions much, shall learn much, and retain much.”

Detail the scope of work you plan to perform. Don’t be afraid to use illustrations to spell it

out for your customers.

Put down in writing your communications plan, your teamwork initiative, and how you devel-

op your people and yourself. Emphasize that you are a partner and not a vendor.

Illustrate via a color chart (pie chart, highlighted spreadsheet, etc.) what you will use for

cleaning, including frequency and time of day.

Describe and illustrate how you will measure the cleanliness of your staff. Technological ad-

vantages should be included here.

Highlight your sustainability efforts. If you feel your company is lacking, look into bolstering

this aspect of your business. ISSA’s Cleaning Industry Management Standard Green Building

(CIMS-GB) will give you great credibility.

Finally, provide your price and a time frame that this price will be in effect.

A Picture Is Worth A Thousand Words

I recently learned that 70 percent of people comprehend best via visual representations.

Think about the way you best learn. Is it easier to grasp a new concept when it is clearly illus-

trated for you? For most of us, the answer is yes. But the real question remains: Why aren’t

we using this fact to our business advantage in bidding cleaning contracts?

To answer this question what you can do is develop some examples of how you can use visu-

al representation to present cleaning bids to potential customers in a way that is clear and

concise to them.

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Developing a Plan for Customer Retention: Strategies to keep

our client base happy and on board

By Jim Harris Sr. and Jeff Merrihew

Attracting and landing a new customer can be challenging, time consuming, and costly.

Many organizations invest extraordinary effort into formulating and implementing strategies

to help acquire new business, while allowing those clients they worked so hard to gain just a

short time ago slip away.

In order for an organization like JJ Property Maintenance Network Inc. to survive and grow, it

must find ways to maintain the clients/customers it has invested in so heavily. This requires

a well-defined plan for customer retention and total employee involvement.

To begin structuring a plan for customer retention, let's focus on three high-reward areas:

Provide Outstanding Levels of Customer Service

Customers will do business with those organizations that respond to their needs. Establish-

ing an effective customer service structure that prepares your organization to respond in a

timely manner and address customer needs is the key to maintaining long-term clients. Here

are three ways to help ensure client satisfaction:

Make them feel important. Customer service must be a priority when responding to all cus-

tomer requests, concerns, etc. You and your staff must empathize with the customer and

respond to their needs in a manner that instills confidence and reassurance. It may not

seem like a big deal to you, but it is important to the person registering a complaint or re-

questing additional service.

Follow-up is key. Nothing is more frustrating than having someone assure they will address a

problem, and then it never actually happens. When a client has a problem, make sure the

issue has been resolved and the client is satisfied. Make them feel as important as we say

they are, follow up, and ensure satisfaction.

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Provide a bit of surprise. Thinking outside the box can sometimes be the boost your custom-

er service relationship needs. Going above and beyond does not have to be extreme; it can

be in the form of a small gift, a handwritten or emailed note remembering an important

event, or just a quick call to thank them for being a customer.

Maintaining Consistent Customer Satisfaction Are your customers happy? How do you

know?

Happy customers remain customers and tell others. If we want to keep customers, we

must be positive that they are pleased with the services they receive, and we also must con-

tinue to find ways to increase their level of satisfaction.

Conduct service surveys. One way to define how your customers really feel about the ser-

vices they receive is to utilize periodic surveys to monitor and track customer satisfaction

levels. It is vital to react to the feedback received from survey responses; otherwise, if you

ignore it, the net result of the survey process may be deterioration in customer satisfaction-

instead of enhancement.

Educate your customers. As professional service providers, we must guide our customers

and clients, and provide them the information they need to make effective decisions. By

providing detailed information about the services we perform and why we perform them,

we cement our relationship as a trusted advisor. Setting clear expectation levels for the ser-

vices we can or will provide helps to eliminate misunderstandings and perceptions of poor

service.

Do a little self-promotion. Frequently, as service providers, we step up to provide additional

service to our customers without request or charge. Unfortunately, since we perform these

tasks quietly and without fanfare, it’s easy for them to be overshadowed by missteps that

cast a longer shadow.

Find ways to promote those things that exceed the customers’ expectations. Sending an

email when an extra task is complete or sending an invoice for the service provided at no

charge are ways to let clients know what you've done to help them.

Simplifying and Streamlining Communications

Who should I contact? How do I reach them? What additional services can you provide?

These are all questions that a customer may have. In order for your customers to feel you

are an integral part of their team, provide them with the capability to address those ques-

tions and with more ease.

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Begin with a welcome/startup plan. When a new customer comes on board or a client con-

tact changes, have a standardized process to familiarize them with the who, what, where,

when, and how of your organization. Ensure they know what services are available and the

process to connect with the proper personnel within your organization to acquire them.

This will help to avert a great deal of uneasiness and potential dissatisfaction.

Create easy contact access. When a customer has a question, would like to request addi-

tional service, or worst of all, has a complaint, trouble getting in touch with the service pro-

vider can make for a very bad experience.

Make it as simple as possible for a client to reach you, utilizing the customer’s preferred

method. Today, methods of contact may include phone, live chat, text message, email, sup-

port ticket system, etc. The key is to make the process as easy and transparent as possible.

The Cost of Poor Customer Service. Keeping the customers that you have requires a plan,

hard work, and commitment.

The cost of not keeping the customers you have is high; it is not only calculated in the costs

of lost revenue and finding a new customer, but in the damage to your reputation within

the service market. Committing the resources to develop, implement, and sustain an organ-

izational customer retention plan will show lasting returns.

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The Art of the Close

Paul Munn May

One of the main things I hear contractors say is that leads are shoppers, tire-kickers, and tree

-shakers. Some contractors think that homeowners are just wasting their time. The reality is,

most homeowners have never made improvements of this magnitude to their homes. Many

homeowners feel lost and unsure about where to even begin the process of finding a con-

tractor they can trust...and they’re begging to be helped. It’s understandable that anyone

who’s about to make a major financial decision on their home, like a new roof, a new kitch-

en, or even a new hot water heater, is going to make sure to make the best decision for

themselves and their family.

The most successful contractors realize that shoppers are buyers! The difference between

just giving an estimate on a project and actually closing the job can be as simple as recogniz-

ing these leads for the opportunities they are.

Make A Great Impression!

I hear a lot of feedback from homeowners (the folks who are looking to get work done) and

it’s unfortunate to see how many jobs aren’t being closed for the smallest reasons. Subtle

things can be the difference between whether you’re awarded the job or whether you’re just

another contractor that gave an estimate.

This probably seems very sales 101, but it’s all about how you present and sell your services.

Making a good impression is the key to being successful and closing jobs and I can’t talk

about it enough. First impressions and last impressions (all impressions, really) to a prospec-

tive customer are what makes or breaks your chances of getting a job. Would you hire a guy

that pulls up in a mud-covered vehicle, walks around the house, and just rattles a number off

the top of his head? Of course not! A homeowner will feel more at ease when you show up

in a clean vehicle and you’re wearing a clean shirt. When you pleasantly introduce yourself

and which company you’re with, the homeowner will feel even more at

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ease. When they’re comfortable, you’ll also feel comfortable when you’re presenting your

service to them.

The impression you make at the end of the visit is just as important. When you leave a po-

tential customer better informed about the project and with a fair price of what it’ll cost,

you’ve made a strong presentation for your company and should have the best chance to get

the job. By making their shopping experience helpful, informative, and pleasant, you’ll turn

most shoppers into your buyer.

Establish Trust Trust!

Most people buy on trust. Earning a customer’s trust is earning their business.

One great way to establish trust is with referrals. I'm sure it is safe to say a previous custom-

er is the easiest customer to sell because that trust factor is already there. Providing a po-

tential customer with a list of 2 or 3 very happy customers to call while you’re at the house

will really help the homeowner feel more comfortable about you and will start to build that

trust. Once they hear someone else saying good things about you, they’ll be more receptive

to what you are telling them and they’ll be more likely to choose you for their project. It’s

shocking how many homeowners call us for referrals for our contractors. If they already have

that from you, you’ll be ahead of the game.

The Power Of The Presentation

A good presentation is a core reason for success. People buy when they see the value of

what they’re buying. Your explanation of all the details of the project and how it will all

come together, is your best chance at building that value.

Explaining how the job will be done, what materials will be needed, how long it’s all gonna

take, the post-construction cleanup process, the warranties, the financing...that all seems

simple, right? Maybe to you because you do this all the time, but it’s a lot to take in for a

homeowner. Most homeowners have never hired a contractor before and may feel confused

and overwhelmed by everything. The homeowner will really appreciate it if you’re patient

with them and focused on making sure they understand the process. This too, will help sway

a homeowner when it comes time for them to decide who they’ll choose for their project.

During your presentation, take the time to ask, "does that make sense?" or "do you under-

stand, or am I going too fast?" This will show them that you care and, more importantly, this

will keep them engaged throughout, which will lead to them asking buying questions. The

more engaged they are, the better chance you have at getting the job.

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Close The Job !

There’s an old saying that goes, “A closed mouth doesn't get fed.” You’d be surprised how

many jobs are lost simply because they aren’t asked for. That’s why you’re there in the first

place!

The most successful contractors write up a detailed bid sheet while they’re at the house

which contains an itemized price list of the materials, the labor, and the total cost of the job.

Go over it with the homeowner, line-by-line, and show them what it will all cost. Answer

their questions and make sure they understand.

Then ask for their business. "Other than the price or payment, is there any reason I can't start

your job today?" This is a beautiful, opened-ended question that most homeowners will an-

swer. Some will say, “Yes, let's do it!” Others will give you reasons or concerns that you

should be able to resolve. And some will explain they want to get other prices. Remember,

it’s all about getting all their questions answered so they can make the best informed deci-

sion possible. If they say they want to get other quotes, encourage them to. It will show

you’re confident in your price and presentation.

If you aren’t awarded the job right away, don’t miss the opportunity to set a follow up. Do

your best to never leave a home unless you have a signed contract or an exact day and time

to follow up. Find out when the next bid is taking place and explain that you’d really love to

earn their business. Let them know you’ll follow up with them that day to find out where you

stand...and then FOLLOW UP! Most jobs are lost due to not following up. It’s rare that a

homeowner will call you back. Keeping your follow ups shows that you want the job and

you’re capable of keeping your promises.

These tips will really help you land more jobs, but if you don’t get the job, view it as a learn-

ing experience. Finding out why they didn’t go with you can be very valuable and will help

you improve for future appointments.

The most successful contractors apply these steps towards every lead they get. Now’s the

best time to start turning shoppers into buyers...buyers who want to do business with you!

About the author: Paul Munn has been a valuable member of the Networx team for many

years and is now a Senior Account Manager. His expertise and professionalism has made him

a fan-favorite among our clients who are always better informed after talking to him.

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The Importance of Cleaning Inspections

By Judy Gillies

Continuous improvement requires continuous evaluation, which is exactly where cleaning

inspections come into play. Whether you are a cleaning contractor or an in-house operation,

cleaning inspections are your fundamental tool for evaluating services and communicating

with customers/stakeholders.

In order to be effective, cleaning inspections must first establish a baseline against which to

measure whether service is improving, staying about the same, or declining. You can then

use that information to fix problems, often before your client knows they exist.

An effective cleaning inspection program should include six parts.

1. Consistent Standards

You will need to decide your measurement standards and how to apply them. Measurement

standards might include:

Frequency. Inspections should be frequent enough to provide the right amount of data to

measure quality of cleaning. The number or types of rooms in the facility will factor into how

many rooms to audit per month. You might consider a certain percentage—for example, 10

percent each month.

Type. Although visual inspections are the most popular, others, such as fluorescent marking

and adenosine triphosphate (ATP) monitoring systems, provide accurate and traceable verifi-

cation of a surface's hygienic status—the key component of a good sanitation program.

Components. Do you need to inspect everything in the room, such as the door, chair, and

window ledge, or just high-touch surfaces?

Ratings. In the educational environment, a rating system of 1-5 is predominately used. Oth-

er industries may use a percentage (1 to 100 percent).

Specific item weighting. You may want to consider a weighting system that specifies, for ex-

ample, that the floor has a higher rating than the ceiling.

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2. Inspector Training

Because cleaning is somewhat subjective, it is of the utmost importance to eliminate devia-

tions among inspectors as much as possible. Each inspector should be trained on clearly de-

fined standards. Pictures of various ratings/areas—for example, what constitutes a 1, 2, 3, or

4 rating—are a great way to communicate standards. Another is to have several people in-

spect the same area and discuss results as a way to help all inspectors get on the same page.

3. Technology

Providing real-time data is invaluable to your cleaning operation and to your end-users. The

technology you use should be easy to set up, easy to use, and flexible enough to easily cus-

tomize inspections to the facility. With so many technology platforms on the market today, be

sure to select the one that works best for your operation.

4. Reporting

While reporting inspection results to clients is important, reports should always be tailored to

client needs. Know your audience and how much time they have to digest the information

you provide. When determining how much detail to provide, consider whether your report

will be for the chief financial officer (CFO), facility manger, or the cleaner for the area. Too

many details can waste the reader’s time. A CFO may only need a high level report to ensure

specific targets are being met, while the facility manager may require details on how you are

going to fix a situation.

5. Provide Feedback

Use inspection data to provide feedback to your cleaning staff. They can’t fix a problem they

don’t know exists. Be sure to also give positive feedback. The cleaning industry does not hear

enough positive feedback, and communicating inspection reports offers a great opportunity

to thank your cleaning staff for a job well done.

6. Follow Up

I cannot emphasize this enough. If you have identified an issue, you must ensure it does not

arise again. Following up is the only way to reduce this risk.

A proper cleaning inspection process demonstrates that you are proactive and doing what

you were hired to do, which is to provide high-quality cleaning. It demonstrates respect for

your client’s time and ensures they are getting optimum value for their cleaning dollars.

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Creating a Strong Foundation for High-Performance Cleaning

Capturing facility data can help to lay the groundwork

By Jim Harris Sr. and Jeff Merrihew,

The creation of something as complex as the modern skyscrapers that dot the skylines of eve-

ry major U.S. city seems far removed from the design of a high-performance cleaning system,

but similarities may exist.

Each requires a comprehensive understanding of what is to be accomplished and where it is

to be performed. The builder, in order to develop a successful plan, requires information on

location, materials, elevations, dimensions, time requirements, and logistics, to name just a

few. In order for cleaning professionals to develop a high-performance service delivery sys-

tem, accurate and detailed information is again required to lay the foundation for success.

Today the cleaning industry faces ever-increasing pressures as a result of escalations in re-

quirements, budget reductions, wage increases, and rising health care costs—and the list

goes on. To meet those challenges, providers often seek methods to increase productivity.

Routinely these productivity increases lack sustainability because the proper foundation has

not been established.

In order to achieve consistent success, providers must know fundamental information about

the environment they plan to service. This basic information is the foundation on which the

service delivery system is built.

Data Capture Improvements

For years the cleaning industry was able to rely on general captures of facility information. To

estimate daily service hours, one might simply measure the footprint of the facility, take away

a standard percentage for noncleanable space, and apply an overall production rate, yielding

the required labor.

While quick, the method was far from precise, since detailed information was not captured or

available to support the current cost and quality demands of the cleaning system.

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As pressure on the industry increased and providers became more sophisticated, methods

for capturing key facility information, including area types and usage details, floor surfaces,

furnishings, occupancy levels, etc., became more proficient. Capturing this level of detailed

information provides the foundation from which a service delivery system can be designed

and operated.

Capturing facility data allows for the development of cleaning specifications that will effec-

tively meet the need without excess. The capture also allows for accurate staffing estimates

to be developed and the effective deployment of staff throughout the facility.

From state-of-the-art software to tried-and-true methods like the measuring wheel, service

providers rely on a range of tools to capture the required facility information with enough

detail to serve as the foundation for a high-performance cleaning system. Computer-aided

design software or image files, such as PDFs and JPEGs, are one way to capture the neces-

sary data. By utilizing software and files, service providers can quickly and accurately cap-

ture cleanable square footage information. If properly labeled, even room use and floor sur-

face type can be recorded in these files/prints. If such files are not available, service provid-

ers can successfully capture the information by manually measuring the facility and visually

assessing the room data. Whatever the method employed, the important thing is to collect

the critical information and store it for detailed study.

Using Facility Data

Once captured, the detailed facility data needs to be organized. This is often done by area

type, floor surface type, etc. This refinement of data supports several elements that are key

to the development of a high-performance system, such as precisely defining the tasks the

contractor plans to deliver and the frequency of those tasks.

Once service specifications are defined, captured facility information can be used to gener-

ate production rates based on the requirements of each area. The calculation of production

rates is now driven by the specific needs of a facility rather than a generic rate that did not

account for unique building requirements.

The most important benefit of capturing data is reliable information that can be used to de-

ploy service staff. A comprehensive understanding of which areas require service, which

tasks are on the requirement list, and the facility’s layout allow for the creation of balanced

workflow.

The workflow plan can be captured and documented on job cards to achieve maximum

productivity while ensuring conformance to requirements.

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Data Capture Benefits

The old adage, “measure twice, cut once,” illustrates how lack of attention to detail can be

costly and permanent. The time involved with capturing, analyzing, and putting detailed

space information to use may seem unnecessary, but consider the value: Effective work-

loading and specification design can lead to satisfied customers. A little time spent in the

beginning to lay a strong foundation can provide rewards for years to come.

Jim Harris Sr. is founder and CEO of Concepts4 cleaning consultants. He can be reached at

[email protected]. Jeff Merrihew is a senior consultant and technical advisor with

Concepts4 and can be reached at [email protected].

Turning Facility Data into Work loading Solutions

Capturing facility data can be useful for companies that want a long-term solution when it

comes to estimating the cost of particular cleaning projects. In fact, the Cleaning Industry

Management Standard (CIMS) from ISSA, the worldwide cleaning industry association, re-

quires that organizations implement a workloading process to help determine the total

number of labor hours that are needed to complete cleaning tasks—a process that requires

facility data to ensure budget numbers are accurate.

ISSA has several resources available to help cleaning professionals learn about workloading

and how they can apply it to their business. A workloading guide, a software system solu-

tion, and other cleaning production resources can be found at www.issa.com/workloading.

ISSA also hosts a cleaning system design workshop that touches on workloading for clean-

ing industry professionals who want to learn more about it in person. For more infor-

mation, visit www.issa.com/csd.

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31

What Is Quality In the cleaning industry?

By Vince Elliott

If you walk through a chemical production facility anywhere in the world today, you will

see containers of materials that have virtually identical ingredients and standards.

If you walk through a building and see the cleaning done, you will also see consistency in

the standardization of equipment and methods.

The processes, strategies and tools for assuring quality may have changed over time, with

automation and innovation, but basic customer expectations for quality have been fairly

constant.

The focus during the last few years on establishing standards for quality coincides with the

expansion of the idea of sustainability.

This has created a global confluence of consumers'' priority for quality standards.

The word "quality" is often used to communicate the relative worth of things in such

phrases as "good quality," "bad quality" and the growing idea that "quality means sustaina-

bility."

This idea is searching for a standard, and each industry organization is advocating its own

certification, standard or model for describing "quality – sustainability" as a means of rec-

ognizing "good" products, companies or people who can be certified by them.

At the very least, this can be confusing to those who deliver cleaning products or services

and to those who buy them.

That is why we must explore quality in an objective, rational way.

For this review, I want to set aside the popular notions of quality and focus on quality from

the limited perspective of the central question for this paper: Is quality about the product

or the customer?

If quality is about the product or service, then quality is a simple matter of producing prod-

ucts or delivering services whose measurable characteristics satisfy a fixed set of specifica-

32

-ations that are generally defined by the traditional notion of a checklist or activity list.

If quality is about customer satisfaction, then quality products and services are simply

those that satisfy customer expectations for their use or consumption.

Quality Terminology in Common terms

Author Phillip Crosby is best known for his "zero defects" concept and his best-selling book,

Quality is Free.

He is known for translating quality terminology into more common terms, which everyone

could understand, using real situations and fictional characters.

Crosby''s emphasis is that doing things right the first time adds nothing to the cost of a

product or service.

In Crosby''s view, what costs more are reworks, tests, warranties, inspections, services,

damaged reputations and even litigation after doing things the wrong way.

Crosby also emphasized that problems with quality are caused by management actions.

Crosby seems to adhere to the idea that quality is defined by the buyer documenting the

practices of the service provider, contracted or in-house — what we would call the task/

frequency specification.

It is not at all clear from Crosby''s definition whether there are different levels or attributes

inherent in his view of quality as binary.

For example: Acceptable and unacceptable; delivered, not delivered; completed, not com-

pleted.

It''s not clear, for example, that all product or service units that conform to the specified

requirements are of equal quality.

Crosby doesn''t address this issue, but I get the impression that his answer to this question

is, "Yes, it''s about the specifying product."

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How to create a comprehensive cleaning quality control program

By Anthony Maione

Through the years, I have been invited into quality control program planning sessions, de-

sign sessions, review sessions, and even emergency sessions with cleaning organizations

frustrated by their ineffective quality control programs. I have observed many times that

even veteran quality teams have fallen into the trap of focusing their efforts on only tweak-

ing the elements of the inspection process—the data collection device, the metrics, the

sample sizes, etc.

While the inspection process is an important aspect of a quality control program, successful

organizations learn that the outcomes associated with their quality control program are also

dependent on how effectively they have integrated it with other aspects of their organiza-

tion. Unless quality control efforts are understood and integrated across all stakeholder

groups, the outcome will more often than not lead to frustration at all levels.

Symptoms of a Poorly Integrated Quality Control Program

How can a cleaning professional know if his/her company’s quality control program is effec-

tive and well-integrated? Here’s a quick way to find out: Keeping your quality control pro-

gram in mind, answer “yes” or “no” to the questions below.

Are the cleaners, supervisors, and customers all aware of the cleaning specifications (such

as required tasks, frequencies, and performance expectations)?

Do all stakeholders feel that your quality control scores are accurate and meaningful?

Do all agree that the inspectors are looking at an appropriate cross-section of the facilities,

and at the correct frequencies?

Do management and supervision have an understanding of the cleaning deficiencies and

their causes?

Are quality inspections or survey results communicated to your cleaners and customers?

34

Do you have a well-developed, written quality control plan?

Do management, supervision, customers, and cleaners all generally agree on the quality

scores?

Do your supervisors perform and track corrective action for quality deficiencies?

Do you adjust your training program to reflect the inspection results?

Are your quality scores trending upwards over time?

Are customer complaints decreasing over time?

If your answer is “no” to more than a few of these questions, then your organization’s qual-

ity control program is likely in need of a second look. However, do not be disheartened.

Your quality control program can become highly effective by focusing on the quality control

plan itself and strategic integration.

35

Designing a Successful Quality Control Plan

By Ludwig Pollard

A truly effective quality control program must be built on a solid foundation and include

certain basic elements—the building blocks for establishing a successful program. Below is

a list of the basic elements to include in your written quality control plan.

Well-defined cleaning specifications: A clear specification allows the cleaners to under-

stand what tasks they must perform. It provides the customers with a clear expectation for

service delivery, and gives the supervisors and inspectors a standard by which they must

inspect.

Inspection tool/methodology: Research and select the correct quality tool and inspection

process for your organization, such as a hard copy form, spreadsheet, smartphone app, or

customer survey. Ensure that your plan includes effective scoring methodology, key terms

and definitions, and what area types to inspect.

Schedule: Include a schedule or calendar that displays the inspection plan for each week

or month of the year. Facilities should be inspected at least once per month. The schedule

should also indicate the time of day for inspections, and identify the assigned inspector.

Performance goals: Include the quality metrics and scores by which you will judge your

success. In addition to the targeted quality scores, this section of the plan should include

performance goals related to customer complaints, the amount of time allotted for correc-

tive action, the number of safety incidents, and other meaningful benchmarks.

Corrective action: It is not enough to merely identify deficiencies; there must be a clearly

defined corrective action process, identifying what action needs to be taken, who is re-

sponsible, the projected completion date, and the actual completion date.

Reporting: Define which reports the organization will use and how they will share these

with the stakeholders. Web-based reports are ideal, but reports can also be shared via

email, texting, and hard copy.

36

Communication and customer focus: Communication (especially with the customer) is the

glue that holds the quality control process together. Unfortunately, many organizations fail

to properly communicate the quality control program with their cleaners and customers.

The quality control plan must address communication at all levels, with a special focus on

formal interactions with the customer.

Training and continuous improvement: The best way to enjoy ongoing cleanliness im-

provements is to link the quality control process with a training program. The plan should

explain how the inspection results will be used to adjust and modify the organization’s

training curriculum.

Length: The quality control plan need not be excessively lengthy or detailed. As long as it

captures the key elements above, the plan will include the fundamentals to position the

organization for success.

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38

Strategic Integration:

Cleaning Services Plus Other Areas of the Company

By Raquel Reiz

Integrating a quality control plan with other organizational activities, and involving others in

its design and management, can help ensure the program’s success.

Integration with other departments: It is important to assess what can be done to better

align your goals with the goals of other groups or departments within the organization.

Aligning with others’ initiatives will help with the design and management of a program that

compliments their efforts.

For example, does the quality control program align with the budgeting goals? This may

affect the number of inspectors available. Does it align with human resource goals? This

may affect the corrective actions available when quality outcomes are not meeting expecta-

tions. Does it align with training goals? This may affect the organization’s investment in

training programs or industry seminars.

Involving others in the program design and management: The best quality control platforms

have been designed with input from all those affected by the program. Include representa-

tives from diverse groups, including customers, and those who serve on development com-

mittees, steering committees, project teams, or task forces. Review and seek input from

each group on the cleaning specifications, the quality expectations, the scoring system, the

inspection process, the communication plan, and the reporting requirements. Conduct regu-

lar reviews of the written plan and its outcomes, and adjust it with input from a wide variety

of people.

Alignment with the organization’s mission: The concept of continuous quality improvement

should be addressed in an organization’s mission statement. The leaders of the cleaning pro-

gram must wholeheartedly buy into the importance and relevance of the quality control

program, using every opportunity to reinforce the message of quality improvement. For ex-

ample, if sustainability and green cleaning are key aspects of your organization’s mission,

39

,the quality control plan can include regular inspections and compliance tracking of green

chemicals and equipment.

The Best Time for Change is Now

An effective quality control program, built upon solid fundamentals and integrated across all

stakeholder groups, will ultimately lead to better customer relationships, cleaner facilities,

and meaningful metrics. These types of improvements are too important to delay. Start now

by slowly outlining a quality control plan, a strategic integration plan, and then take action

to see the plan through.

Anthony Maione is vice president of Core Management Services LLC, a consulting company

dedicated solely to the cleaning industry. Anthony also manages the support and develop-

ment of Core’s quality inspection software, Smart Inspect™. Contact him at afmaione@

coreamerica.com. Visit www.coreamerica.com for information about Core and

www.janitorialinspection.com for information about Smart Inspect.

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A New Approach to the Janitorial and Cleaning Services

Tod Blackwater

GETTING BIG BY THINKING SMALL

Jim Harris Sr. was thinking big when he started Janitronics Facility Services in 1972 as a local

cleaning service. The company has since evolved into a seven branch, comprehensive clean-

ing, maintenance and management service, but has a new approach: Thinking small; we

specialize in creating, and sustaining a healthy indoor environment utilizing state of the art,

effective ‘cleaning systems’ based on validated cleaning science research.

First and foremost, the science of cleaning at Janitronics means staying on the cutting edge.

The company uses state-of-the-art equipment that trap particles as small as 1/120 the di-

ameter of a human hair. To increase productivity, Janitronics developed its’ Systeam Clean-

ing TMconcept, utilizing state of the art workflow based on systems thinking and high per-

formance standards.

In 2000 the leadership of the company completed a succession transition to Jim Harris, Jr.

"We're not your traditional janitorial service," says Harris Jr., CEO of Janitronics Inc., head-

quartered in Albany, N.Y. "We're not just dumping wastebaskets and cleaning restrooms.

We're cleaning a work environment to maintain a high health standard; focused on properly

removing bio-contaminants and airborne particles measured in microns. We're thinking

small in a big way and have transformed cleaning into a science."

Another key component of Janitronics is continuous training and rigorous quality con-

trol. “Generally speaking, the cleaning industry in North America has put an emphasis on

blindly lowering costs,” says Harris, Jr.; the question is …the cost of what? “We take a differ-

ent approach. Since the mid-1980s, we’ve made training and quality assurance our top pri-

ority. Training ensures the efficient application of our state-of-the-art cleaning meth-

ods. And we’ve been able to contain costs by taking a systems approach that constantly im-

proves, resulting in more cost-efficient processes anchored by sustainability practices.”

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The science of cleaning also requires attracting great people to operate, manage and meas-

ure our system. Every employee with Janitronics undergoes an in-depth background check

and drug screening test prior to employment. No exceptions. In addition, Janitronics encour-

ages professional development through continuing education and certification.

Recently Janitronics received a renewal of its’ CIMS - Cleaning Industry Management Stand-

ard certification With Honors. The CIMS certification was designed for the facility service pro-

viders by industry leaders and Initiated by the ISSA—The Worldwide Cleaning Industry Asso-

ciation. In addition Janitronics was awarded the CIMS-GB a new designation in recognition of

leadership in Green Cleaning processes.

As a result of building a quality corporate culture, employee turnover is significantly lower

than industry standards. “The average turnover in our industry for operations managers is

less than two years,” say Jim Harris Jr. “At Janitronics, it’s seven years. The average customer

contract in our industry is three years; we are very proud of our average contract with cus-

tomers at 11 years. We have customers who stay with us and build relationships that are

now going on 10, 20, 30 and 40 years.”

In addition to the commercial real estate and educational markets, Janitronics has developed

clientele in critical cleaning which includes major HealthCare facilities and fortune 500 con-

trolled environments.

Jim Harris Jr. says Janitronics’ growth is a testament to how more and more organizations rec-

ognize the multiple benefits of meticulous cleaning procedures. “As the experts in the sci-

ence of clean, we’ll continue to make sure our company’s capabilities and values always

match the needs of our clients,” he says.

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43

Cleaning and the Environment

Carolyn C. Howell

In this age of environmental concern individuals are outwardly interested in the healthy

state of their surroundings. As populations increase and we become more connected with

our environment and each other through global communication, commerce and transpor-

tation, that interest also increases. Our desire for a clean environment represents a power-

ful sense of destiny and hope for the future.

We cannot isolate ourselves from the earth’s natural processes and our immediate environ-

ment—whether it be natural or built.

Every element of our existence is derived from our surroundings. Those elements that con-

stitute our physical form and all living and non-living matter have existed since the earth

was formed from the sun nearly 4.6 billion years ago.

As a result, the environment provides man with nourishment and energy. Energy emitted

from the sun travels millions of miles to earth, where it is stored in plants through photo-

synthesis.

Along with other elements, matter then is transferred to man through the food chain.

The Many Benefits of Our Environment

The environment provides many benefits. It heals us and helps us stay healthy. While medi-

cines are derived from the elements of the environment and living organisms, sometimes

simply being exposed to sunlight and fresh, clean air makes a difference in how we feel.

Our surroundings educate. Science and technology are the products of observing, studying

and using the physical, chemical and biological world around us.

The environment fulfills us when it is used to recreate, apply our sciences and practice our

arts. Its natural resources and energy also serve as a unique means of capital, allowing us

to run our businesses and the economy. In return, man gives back to the environment all

the matter and energy that establishes his existence.

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Environmentally Aware

The environmental concern of late has been the extent to which human interaction with nat-

ural systems is depleting life-sustaining resources. While valid, this concern is not critical. In-

deed, humans are part of the natural world. They possess unique spiritual, social-political and

economic needs beyond what nature provides. We must build our own environment to meet

those needs. The requirement that environments must support life, good health and human

productivity warrants closer examination of how the environment we build and inhabit is or-

ganized and managed.

A new environment and economic theory is emerging that recognizes four factors.

The environment is not fully elastic. Past theories surmised that the natural system’s supply-

ing potential was infinite. The economic system was free to extract as much as possible from

the natural system, which was perceived as vast with unbounded abilities to assimilate dise-

conomies. Man did not need to clean. Instead, dilution sufficed until it was feasible to relo-

cate to a clean environment. When the consumer population was smaller, relative to size and

the carrying capacity of the natural environmental system, this supposition was reasonable.

As populations grew, the earth’s limitations were more apparent and a non-traditional eco-

nomic view of the natural system surfaced. The natural system is since perceived as a unique

form of economic capital that must be kept clean if we are to sustain a suitable quality of life.

The environment is not an issue, it is a “value.” Industrialized societies often perceived the

environment as a free good—an expendable, renewable resource. The worst offenders con-

sidered the environment a resource with no value in itself. Instead, it was valued as a dump-

ing ground or limitless sink for the diseconomies or wastes of living and industrial operations.

This “dumping ground” mentality has been replaced by “green and clean.”

The environment—whether natural or built—is a unique form of capital. Capital that produc-

es income and wealth takes on four forms: financial, human, technological and environmen-

tal. Each of these is essential to business and human existence. All goods, services and hu-

man health conditions connect with the environment and its quality. Wealth is not readily

created in clean space, especially in today’s age of high-tech information.

The perception of sustainable development has changed. Previously, sustainable develop-

ment was narrowly defined as improving the quality of life while living within the carrying ca-

pacity of supporting ecosystems. The emerging concept of “sustainability” is, however, rapid-

ly expanding to include environmental, economic and social equity. To this end, there is a

growing recognition that these factors be considered simultaneously.

45

The connection between each element increasingly forces changes to the traditional way

consumers and businesses operate and relate to each other; how new technologies and

products are developed, sold and used; how markets are structured; and how communities

develop and grow.

Solving the Environmental Problems

Responsible consumption and conservation are ways to solve environmental problems. It is

important to recognize, however, that creating wealth and protecting the environment coex-

ist. The environment cannot be protected by conservation alone. Wealth and surplus must

provide the resources—mainly energy—to maintain order and keep objects and places

clean. Maintaining the diseconomies that supply and demand causes keeps the biosphere

alive and the built environment functioning. Sustaining a healthy economy also is critical to

controlling pollution and maintaining a clean and healthy environment. Without wealth

there are no resources to manage and control pollutants, especially through cleaning. Addi-

tionally, the world’s natural resources must be used efficiently and the environments that

create wealth must be kept clean.

Before the market demand for effective cleaning services can be understood we must com-

prehend the utility of cleaning. Supply and demand, not utility directly, determine cleaning’s

financial value. As consumers recognize that value, the demand for effective cleaning in-

creases. The cost for that cleaning depends on the availability of capable firms to deliver high

performance and effective cleaning services. For cleaning to be valued—particularly in a

business and economic sense—individuals must be knowledgeable and educated about its

usefulness and benefits.

46

A clean environment is essential for human existence

Louis V. Faulkner

Clean is a condition of the environment that is free of unwanted matter. Cleaning is the pro-

cess used to achieve the clean condition. Best viewed as a fundamental environmental man-

agement process, cleaning is a systematic, science-based process that puts unwanted

matter in its proper place or where it does not cause harm or adverse effects. Understand-

ing the importance and effectiveness of cleaning allows us to fully appreciate its usefulness

and the contributions it makes to the quality of life.

Man cannot live and survive amidst waste. A clean environment that includes clean air, wa-

ter, land and energy, is essential for human existence, conducting business and creating

wealth. These components must be sustained through conservation and proper manage-

ment. Additionally, by-products of human activity should be separated from man at the san-

itary level the cleaning process provides.

From the start of civilization, man has been the only species that cleans its environment,

albeit for the sake of survival. Other animal life “foul the nest,” move out and allow the cy-

cles of nature to produce the waste. As long as man has lived in human settlements, he has

been forced to keep his environment in order or clean.

As a result of biological necessity, humans manage their lives by managing their environ-

ment. The basic objective of the human settlement/built environment is to define a living

space to defend man from his surroundings. In settlements, natural elements, such as rain,

snow and dirt, remain outside at a distance. Other living creatures—particularly humans

and animals—are kept at bay.

Once human settlements emerged, environmental management systems became necessary

for separating inhabitants from their own waste products. Man no longer could strike his

tent and move on. Wastes grew and needed to be placed out of the way. Well-designed

wells and garbage pits were found at the archeological sites of isolated dwellings and villa-

47

-ges. Ancient settlements that survived and evolved into modern built environments sus-

tained life because of the evolving process of environmental management, the center of

which is the sanitation revolution and cleaning.

Usually, the cause of adverse environmental effects can be explained or managed. We have

better direct control and influence over environments that are closest to us, such as the

built environment in which we live and work. These environments can be managed and

kept orderly and functional primarily through cleaning.

Cleaning Reduces Environmental Risks, Enables Sanitation

Sanitary conditions are where the risk of adverse health effects is low or acceptable. Effec-

tive cleaning reduces exposures to hazardous matter, thereby reducing risks while contrib-

uting to a sanitary state.

Indoor environments are readily manageable, unlike ambient environments where the

causes of pollution and its control are complex. Built environments can be designed, operat-

ed and maintained to suit their inhabitants’ needs.

We need to better understand the influence natural and manmade environments have on

our health. Once we do, it becomes apparent that effective management, especially in the

form of cleaning, is the key to removing unwanted by-products and reducing serious health

risks.

Adverse effects, while harder to define, usually are described as conditions we will pay to

control or correct, such as health, comfort and property values. On a micro-scale, environ-

mental change is part of natural evolution. Adverse macro-change in built environments

due to human activity, however, is preventable through effective management, mainly

cleaning.

Five basic methods can be employed to limit pollution to a desirable and safe level: source

management, which includes source removal or modification; activity management; design

intervention; dilution; and cleaning that includes housekeeping, maintenance and restora-

tion. Cleaning reduces adverse exposure levels and risks by removing problem substances

from the environment, thereby reducing or eliminating exposure and effect. Effective clean-

ing often is the most cost efficient means of managing risk in a built environment.

Clean and Green

Today’s talk is all about “green;” that universal symbol of value, respect and concern for the

life-sustaining processes and cycles of the natural environment system, of which we all are a

part. Those same processes determine our health and quality of life that we, as humans, —

48

can adversely affect and alter by our activities if wastes are not managed properly.

Traditionally, the concept of “green” has centered on preventing pollution, minimizing waste

and recycling, all to prevent unwanted matter from harming the natural environment. The

concepts of clean and “green” are complimentary. Clean is a condition free of unwanted

matter, with matter being any substance that has mass and is influenced by gravity. Sub-

stances are solids, liquids and gases and can be living or non-living. Matter can be measured

and described quantitatively. Conversely, unwanted matter is any substance that obstructs

human endeavors, poses a risk or causes an undesirable or adverse effect. Often this type of

matter is referred to as pollution, although it goes by other names, such as wastes, soils,

dirt, dust, trash and pathogenic microorganisms.

Cleaning is the method used to achieve a clean environment. It can best be viewed as a fun-

damental environmental management process of putting unwanted matter in its proper

place. This ensures an environment that is sustainable and functioning.

Cleaning is a systematic, science-based process. When applied to environments and envi-

ronmental sub-compartments, that process is comprised of specifying and understanding

the nature and characteristics of what is to be made free of unwanted matter, such as pollu-

tion or soils. It also locates, identifies and understands the physical, chemical or biological

characteristics of the unwanted matter to be removed; separates and contains the matter

prior to removal; transports and removes the unwanted substance from the environment or

the object to be cleaned; and properly disposes or repositions the matter so as not to de-

grade or harm other environments or the natural environmental system.

The question then becomes how clean is clean?

In the tradition of environmental health clean is perceived on three levels: sterilization, dis-

infection and sanitation. For an environment to be considered sterile it must be 100 percent

contamination-free. Sterilization can be achieved, although it is extremely difficult since in

routine cleaning items and places—as a rule—are not sterilized.

An environment is considered disinfected if the vast majority (99 percent) of its harmful sub-

stances are removed or made safe. The pathogens most threatening to humans also must be

eliminated. A disinfected condition only can be achieved with considerable work and energy.

Sanitary environments are cleaned to the extent that general health is protected. Some con-

tamination, however, is present and an acceptable risk level for disease exists. At a mini-

mum, cleaning always must attain a state of “sanitation,” since unsanitary conditions pose a

likely health risk. Cleaning is designed to rectify any risky conditions. Environments must be

49

cleaned regularly to keep them sanitary. If the health risk has not improved to a sanitary lev-

el, cleaning has not been accomplished.

Effective cleaning removes unwanted matter to the greatest or optimum extent possible. Do-

ing so ensures acceptable risk—the reduced probability of an adverse effect for humans,

their valuables and the natural environment—from exposure to such matter. By virtue of this

definition and its thoughtful design, effective cleaning fully protects the environment.

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51

The Science of Clean

Richard Madrid

“Only science can see.” For the members of the Cleaning Industry Research Institute (CIRI)

it is just that simple.

CIRI’s strong belief in this credo represents a major shift in how the cleaning industry views

the future. It also emphasizes the need for high performance cleaning for health, hygiene

and appearance.

Evidence shows that cleaning service personnel — no matter how well trained — cannot

determine a surface’s cleanliness simply by visually inspecting it. Only science-based clean-

ing standards can make that determination and CIRI hopes to lead the way in establishing

those standards. The Institute is laying the groundwork for developing the basic science for

measuring and establishing methods for quantifying clean. A task force has been appointed

to assist in these endeavors.

CIRI’s launch of a “new and improved” Internet presence was made possible through the

generosity of KaiScience and its online community. The Institute’s fresh site focuses on ways

to foster cleaner, healthier indoor environments through science. This collaborative effort

creates a central clearinghouse for all things “cleaning science, technology, research and

education.” Site visitors can access the latest cleaning information and the results of any

scientific-related research in the industry. There also is a vehicle for cleaning scientists to

post and share new work and research for their colleagues to review.

A Look Back

The Cleaning Industry Research Institute began in 2005 as an idea shared by several vision-

ary pioneers with about 50 of the cleaning industry’s leading members following suit.

Shortly thereafter CIRI became the only independent and impartial institute involved in

cleaning and building maintenance research. Its purpose was to improve indoor environ-

mental quality (IEQ) for all building and facility types. Today CIRI is a 501.c.3 not-for-profit

scientific, educational and research institute recognized for its groundbreaking cleaning -

52

science and research programs. As such CIRI serves the dual purpose of both informing and

serving the “public good” as well as its membership.

Since its inception CIRI has sponsored unbiased technical research. This has allowed it to up-

hold the best interests of the commercial and professional cleaning industries while improv-

ing the public’s quality of life. The Institute is not meant to replace existing trade organiza-

tions or associations. Rather it prides itself on working together with leading industry groups,

such as ISSA, ASHES, BSCAI, IEHA, RIA, IICRC and IAQA.

A Cleaner Tomorrow

Part of CIRI’s mission is raising the importance of cleaning through scientific research. To

date, its major focus has been on validation and assessment of clean, and applications of

cleaning science for schools and youth.

Flooring Maintenance Cost: With the help of a $100,000 grant from the Carpet and Rug In-

stitute (CRI), CIRI hopes to elevate the awareness of critical, timely floor care in schools. A

comparative study was conducted of the annual flooring costs for vinyl composite tile (VCT)

and carpeted floors in K-12 schools. Phase 1 surveyed real world cleaning and maintenance

systems and procedures and contract specifications from RFPs and direct managerial surveys.

A preliminary view of perceived costs to adequately clean and maintain these floor types was

obtained.

Up to four schools will participate in Phase 2’s pilot data collection study. This study will as-

certain the viability and capability of flooring maintenance by periodic data collection. CIRI is

employing a variety of survey and reporting mechanisms to determine when, where, how

and how often the schools’ facility personnel are caring for, maintaining, cleaning and refur-

bishing various floor types comprising VCTile and carpeting.

Clean Standards / CIRI and ISSA Work: CIRI is working in partnership with ISSA, the global

cleaning products and services organization (formerly International Sanitary Supply Associa-

tion) to develop science-based cleaning standards. This partnership’s initiative is funding in-

dependent research and test methods, both qualitative and quantitative, that will result in a

pioneering new clean standard for K-12 schools.

Current research has focused on laboratory assessments of measuring tools to scientifically

evaluate soiling or contamination and cleanliness. As well have been related field studies in

daycare centers and throughout a major urban school district. Rigorous statistical analysis

and correlations are planned to relate the results of soiling and cleanliness with student per-

formance data. The latter will include ‘morbidity’ or student attendance and absenteeism

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and student scores on standardized academic tests.

Phase 1, the pilot study of this signal effort for clean and healthy schools, and its focus on

youth, is complete and will be reported in due course. Phase 2 will resume in fall 2009. This

phase is designed to assess the conditions in numerous schools buildings, sites within each

school, maintenance and soiling conditions, cleanliness and clean measurements on various

interior school surfaces and materials. During this time the planned ISSA clean standard for K

-12 schools is being outlined and structured. Phase 3 will constitute the “beta” or prototype

testing of final elements and configuration of the clean standards for these and other repre-

sentative schools.

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The New Technologies of Microfiber Cleaning Systems

Lindsey Haley

One of the major recent innovations in cleaning products is based on microscopic technolo-

gy: man-made fibers much finer than a single human hair. Comprehensive professional

cleaning systems designed around microfiber fabric have been developed and refined over

the past several years. Innovative systems of pads, cloths, and scrubbers for specialized

cleaning applications plus lightweight, ergonomically designed handles, frames, wringers,

and buckets have been developed to optimize microfiber’s use in settings where cleanliness

is key: health-care and educational facilities, food service establishments, office, business,

and residential buildings. Users of microfiber cleaning systems are reporting numerous ad-

vantages to this technology, including faster cleaning times, greatly reduced chemical and

water usage, happier, healthier cleaning staff, and significant cost savings. To understand

why these systems are so effective, and why microfiber is such a powerful cleaning tool, it’s

useful to take a closer look at the fibers themselves.

What is microfiber and why does it clean so well?

Microfiber cleaning products are made from very fine filaments, which are chemically split

into millions of even finer fibers with wedge-shaped cores and microscopic “hooks” that grab

and hold onto dirt and bacteria. There are approximately 200,000 microfibers in every

square inch of microfiber cloth. That’s a lot of cleaning power!

Good quality cleaning cloths are made from Ultrafine Microfiber of 0.2 denier, but the very

best cloths and pads are made from fibers of 0.13 denier or lower. The lower the number,

the finer the fiber.

Microfibers are combined and woven in different ways to suit a range of applications. There

are cloths and pads for everything from dusting delicate equipment to scrubbing tile floors

to sopping up big spills or applying floor finishes.

Traditional cotton wet mops, with their thick, round fibers, tend to push around and redis-

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-tribute dirt instead of picking it up, but the minuscule “hooked” fibers of a microfiber pad

reach right into the tiny cracks and pores in surfaces to grab every bit of dirt and bacteria.

Since there are millions of fibers in each cleaning pad, and each fiber is split into many sec-

tions, the actual surface area available for picking up dirt is enormous.

When used dry, microfiber cloths and pads generate a static charge causing dirt and dust

particles to literally jump onto the cleaning pad. When used damp (not sopping wet like tra-

ditional mops), the wedge-shaped core of the fiber cuts into tough grime, loosening it with-

out being abrasive to the surface being cleaned. Specialized high absorbency pads are ideal

for soaking up liquid spills and leave behind very little surface moisture, resulting in fewer

slip-and-fall injuries.

Microfiber pads and cloths should be washed after each heavy use, but many are strong

enough to withstand several hundred washings. Traditional looped-end string mops, by com-

parison, are unusable after about only 75 washings.

So that's microfiber. What are the "cleaning systems?"

Pads and Cloths

Microfiber pads and cloths have been developed for every possible application: dry dusting

pads from 18” to 48”; wet mopping pads from 11” to 24”; high-absorbency pads for sopping

up big spills; finish pads for smooth, even application of floor finishes; scrubber pads for

cleaning into tile grout and removing stubborn dirt; and other pads, cloths, and mitts for

cleaning every kind of surface. Features to watch for that signal the best value are: durable

stitched edges, foam liners in pads, double-sided frames for twice as much mopping capaci-

ty, and color-coded pads and cloths to avoid crosscontamination between areas.

Handles, Frames, and Dusters

Handles and pad frames in the best microfiber cleaning systems are made from lightweight

aluminum and are ergonomically designed to reduce the physical stresses of cleaning. A mi-

crofiber mop, used slightly damp, is many times lighter than a conventional wet cotton mop.

Ergonomic features include: a uniquely shaped grip and angle of handle which eliminates the

stress of cleaning with a “figure 8” motion, convertible handles that switch to a “vacuum

cleaner style” push-pull grip for comfortably cleaning large areas, and a telescoping feature

that allows workers to adjust the handle to the best height for them. Dusting wands on ex-

tendible handles ensure than even the most hard-to-reach areas can be cleaned easily, safe-

ly, and effectively. Time-saving features of the handles and frames include “quickconnect”

mechanisms for speedy attachments of handles to frames, swiveling joints where the handle

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meets the frame to allow a full range of motion for cleaning into corners and around bends,

and flat profiles so mops can slide easily under furniture and equipment. Look for smooth

surfaces on handles and frames that make it easier to keep the tools themselves clean.

Wringer Carts and Buckets

Specially designed for use with microfiber cleaning pads, compact, lightweight wringer

carts and buckets make cleaning with microfiber easy and efficient. They can include hooks

for clean pads, bags for soiled pads, and “no-touch” wringers, which are operated with a

foot pedal, so no bending or pulling is required. There is even a water filter system to con-

serve water and improved overall cleaning performance. When ready to empty, a valve can

be opened so that the water can run out into a floor drain or the bucket can be emptied in-

to a sink.

Go Green with Microfiber

Using a full microfiber cleaning system has been shown to reduce chemical consumption by

up to 95 percent and reduce water consumption by as much as 90 percent. Fewer chemi-

cals will be left on the floor of the building or linger in the air, and fewer chemicals will be

washed down the drain when the mop bucket SE is emptied. Reducing water consumption

is also important to help manage an increasingly scarce resource and put less strain on the

infrastructure that takes away and treats the dirty water. These reductions help contribute

to a healthier environment, inside the building and outside.

Microfiber cleaning pads need to be replaced less often than other cleaning systems, so

fewer paper products, cloths, and mop heads will fill up the garbage. There are also direct

human benefits to adopting microfiber as the standard method of cleaning. Cleaning staff

will benefit from significantly less exposure to potentially hazardous cleaning products. For

building tenants, facility cleanliness and indoor air quality improve attendance and perfor-

mance on an ongoing basis.

Advantages of Using Microfiber Cleaning Systems

Extensive research has been conducted by institutions such as the University of California

Davis Medical Centre and the Royal Roads University in Victoria, B.C., into the validity of mi-

crofiber as the basis of a healthier, chemical-free cleaning system. The results of the studies

showed that microfiber cleaning systems are vastly superior to traditional cleaning systems.

Improved Cleaning Performance: Bacteria cultures taken after cleaning different surfaces

reveal that microfiber used with water cleans as well and even better than traditional

cloths and mops used with many conventional cleaning agents.

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Faster: Cleaning times are cut almost in half.

Safer: Fewer chemicals and allergens result in healthier environments. Ergonomically de-

signed handles and lightweight buckets result in fewer worker injuries, and minimizing sur-

face moisture on cleaned surfaces reduces the chance of slipping and falling.

Cost-effective: Chemical costs can be substantially reduced and the costs for water, replace-

ment mop heads, and electricity (for drying time) are reduced by up to 60 percent. Labor

costs are lower (20 percent per day) since prep and cleaning time are reduced and there are

fewer lost workdays due to work-related illness and injuries.

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Protecting Public Health

Reuben Collar - Magnum

Facility managers have a wide array of responsibilities, from maintaining the buildings and

grounds for an organization to overseeing the upkeep of equipment and supplies, managing

cleaning schedules, coordinating repairs, and overseeing renovation projects. They also must

balance budgets, negotiate with outside vendors, and oversee maintenance workers and cus-

todial staff. On top of all of these responsibilities, high-profile outbreaks of Escherichia coli (E.

coli), norovirus, and even measles have underscored the fact that facility managers and the

custodial professionals they oversee also play a critical role in protecting public health and a

facility’s reputation.

What’s at Stake?

Maintaining a visibly clean environment is important for influencing public perceptions be-

cause cleanliness is a top concern for customers—to the point where a negative experience

can have a serious impact on a business’s reputation and bottom line.

Surveys suggest this holds true across many different industries. For example, 55 percent of

young employees would consider quitting their jobs and taking less pay to work in a cleaner,

more comfortable environment, according to a survey from commercial cleaning franchise

OpenWorks. Additionally, a survey of restaurant patrons from market research firm Mintel re-

vealed almost all of them—96 percent of those surveyed—ranked cleanliness as the most im-

portant component of a visit-worthy atmosphere, and 76 percent said they would be deterred

from returning if the table or setting was unclean.

Cleanliness can clearly have an impact on a business’s bottom line, but when it comes to pub-

lic settings—and public restrooms in particular—it is important to remember that facility

managers have to ensure their custodial teams accomplish two crucial jobs: cleaning for ap-

pearance and cleaning for health.

No matter the type of facility, public spaces are filled with frequently touched surfaces that

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can harbor illness-causing germs. This is especially true of public restrooms where the po-

tential for germ transmission is extremely high due to their function and constant use. The

many frequently touched surfaces and objects in restrooms mean that cross-

contamination, which occurs when germs are transferred from one surface to another, is

also a common problem.

Harmful microorganisms that are often associated with illness outbreaks, such

as Shigella,Salmonella, Hepatitis A, E. coli, and norovirus, are routinely found in restrooms,

so eliminating these unseen issues is extremely important. In fact, information published in

the American Society for Microbiology’s publication Applied and Environmental Microbiolo-

gyrevealed Staphylococcus species, which are common causes of skin and tissue infections,

were among the most common and persistent species found on public restroom surfaces,

even when the restroom was not in use.

In an ideal world, these two jobs—cleaning for appearance and health—would always be

top of mind and accomplished through cleaning and disinfection protocols. But how close

to the ideal are we?

Uncovering the Toughest Challenges

According to a 2014 survey of almost 400 cleaning industry professionals conducted by

Clorox Professional Products Co. and ISSA, the worldwide cleaning industry association, 85

percent of cleaning industry professionals are fully aware of the importance of cleaning for

both appearance and health, but are concerned that this understanding does not trickle

down to all of the custodial staff responsible for day-to-day cleaning and disinfecting. Only

49 percent of respondents believe their staff is aware of all the risks associated with the

spread of germs in the restroom.

The survey also found:

More than two-thirds of respondents said their staff does not understand or only some-

what understands the differences between cleaning, sanitizing, and disinfecting.

Tasks that focus on cleaning for appearance are viewed as tougher than disinfecting tasks

that focus on cleaning for health.

Where Do We Go from Here?

Keeping on top of restroom cleaning needs can be demanding, but the fact that more than

half of respondents think their staff—at best—only somewhat understands the differences

between cleaning, sanitizing, and disinfecting is telling.

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Here is what we need to know: Cleaning physically removes germs and dirt from surfaces by

using soap and water, but it does not necessarily kill germs. Sanitizing lowers the number of

germs on surfaces to a safe level for public health standards, while disinfecting kills germs on

surfaces to reduce the risk of spreading infections.

Even with this knowledge in hand, we need to do more when it comes to education and

training so that all staff members understand the role they play in preventing the spread of

illness and ensure that frontline cleaning professionals have the right products and appropri-

ate training they need for the job.

While the potential for the spread of germs and cross-contamination in public restrooms will

always be high, facility managers and the janitorial staff they manage can work together to

fight back with thoughtful preparation and daily implementation of strong cleaning and disin-

fecting protocols that help protect public health.

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Shining Light on Day Cleaning

John Echeveste

Traditionally, janitorial work has been done after dark. In recent years, however, an increas-

ing number of facilities are eliminating nighttime cleaning in favor of day cleaning. Advocates

of day cleaning cite many benefits to the method, and expect it will continue to gain steam in

the coming decade.

Building owners and facility managers often choose second or third-shift cleaning to keep

janitorial crews from interfering with building occupants’ work or vice versa.

The out-of-sight, out-of-mind approach wasn’t possible, however, in buildings like hotels or

casinos that are occupied 24-7.

These facilities have long utilized day cleaning, but now many other industries are realizing

the benefits.

Lower Costs: Energy is the largest single cost for a commercial building. Simply turning off

the lights at night and moving cleaning operations to daylight hours can reduce a building’s

electric bill by 10 percent or more a year. Most facilities see further savings by eliminating

day porters.

Better, Happier Workers: Day shifts are more appealing to workers, making it easier to recruit

quality applicants for both frontline and management jobs. The hours also create higher job

satisfaction with turnover rates often at 10 percent a year or lower compared to the industry

average of as much as 70% to 100% (or rates that can even reach much higher).

Fewer Complaints: Having janitors present during the workday creates camaraderie and com-

munity with building occupants. Occupants who know custodians by name are more likely to

go directly to cleaning staff with problems rather than complain to management. They’re al-

so more likely to contribute to cleaning efforts and report higher satisfaction levels than

when janitorial crews are anonymous.

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Less Supervision: By working in an occupied environment, cleaning crews’ moves are moni-

tored by building occupants. This means less management oversight is required and workers

are less likely to take unscheduled or extended breaks. Even better, theft incidents are typi-

cally reduced to almost zero in daytime cleaning operations.

Despite the numerous benefits, day cleaning isn’t the best fit for every facility. In general, it’s

most successful in office buildings, schools and universities, and 24/7 facilities. Some im-

portant considerations include whether there is sufficient parking to accommodate building

occupants and cleaning staff, and whether there are machines or events that would inter-

fere with cleaning efforts.

Making the Switch

Day cleaning comes at a price. It may require higher wages, switching to full-time staffing,

providing uniforms, and retraining staff. To offset the capital investment, housekeeping man-

agers or BSCs will need to educate building managers or owners about the long-term savings

(above).

After getting approval and buy-in for the switch, it’s a good idea to get a commitment of at

least 6 months from management. This will allow time for ironing out the kinks that are in-

evitable when making such a dramatic switch.

Keep management, building occupants, and cleaning crews involved and informed during

the implementation process. Open and honest communications about both the opportuni-

ties and the challenges is important for success.

Planning is Everything

It’s important to note that day cleaning is not night cleaning done during the day. You can’t

simply switch the hours of your same staff and equipment and expect a seamless transition.

Carefully think through how cleaning can be accomplished without interfering with business

operations. Day cleaning must function like a well-oiled machine, with every task scheduled

like clockwork. It’s very likely your hours will be slightly different than the building’s, with

some tasks performed before occupants arrive or after they leave.

While many cleaning tasks (restrooms, conference rooms, break rooms, entryways, etc.) can

be executed during work hours, more disruptive activities (vacuuming cubicles, cleaning re-

stroom floors, stripping and refinishing floors) will likely need to be performed outside office

hours. Day cleaning may also require an investment in new equipment that make operations

safer and less disruptive.

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For example, low-decibel vacuums are an important tool for keeping sound levels in check

when a building is occupied. Battery-powered machines can eliminate trip hazards to im-

prove safety. Switching to low-odor, no-VOC chemicals and microfiber mops and wipes can

improve indoor air quality (IAQ), which is an important consideration in an occupied space.

Flipping the switch from nighttime to daytime cleaning isn’t easy. Done well, however, it can

save money, improve employee morale, and boost customer satisfaction.

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11 Ways to Reduce Cleaning Operations Costs

Michael Schafer

Reduce cleaning costs

Invariably, every business wants to find ways to cut operating costs. Many of the best-run

companies in our industry regularly analyze operations and procedures to determine where

cost-reducing changes can be made. Unfortunately, many building service contractors

(BSCs) get so busy running their businesses on a day-to-day basis that they simply can’t find

the time to look for ways to reduce operating expenses.

However, cutting expenditures can be one of the easiest ways to increase profits, which

means it should not be overlooked.

To make your cost-cutting job a bit easier, I’ve distilled several proven methods into 11 sug-

gestions. While some may actually cost money to implement, the long-term returns can

help reduce expenses significantly. Others may take some time to implement, but once

again, the returns can lead to larger profits and lower operating costs.

Here are 11 cost-saving suggestions for cleaning contractors to consider implementing in

their daily operations:

Automate cleaning. According to a report by the University of Minnesota, it can take one

person up to two hours to mop a 5,000-square-foot area. This is labor-intensive, costly, and

potentially unhealthy.

As the mop and water become soiled, they can actually spread virtually as much soil and

contaminants as they collect, making the process both ineffective and unsanitary.

One way to reduce costs in this regard is to look for ways to automate cleaning tasks. Using

our same example, the University of Minnesota study concludes that with an automatic

scrubber, “*cleaning 5,000 square feet+ should only take about 15-30 minutes…reducing

costs and *allowing for+ a smaller workforce to cover more ground.”

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Select new equipment. View this recommendation as spending money to save money to

eventually make money. Just as computers and smartphones have vastly improved office

efficiency, some new cleaning equipment technologies not only improve cleaning results but

do so faster and much more efficiently while reducing labor expenses. If you have an older

automatic scrubber, for instance, and have not tried a newer machine, you probably will be

surprised at the many efficiency and cost-saving technologies that have been created.

Investigate different technologies. When considering new equipment, be sure to investigate

different types. For instance, many cleaning professionals have heard that backpack vacuum

cleaners and cylindrical brush floor machines can reduce cleaning time, but they still fail to

research these machines further. Reducing costs may require making changes, including

looking beyond the traditional cleaning equipment available. Different technologies often

can help reduce labor costs, which in turn saves money.

Train your workers—and your management team. Proper initial training along with ongoing

training keeps both new and longtime employees up to date on the correct and most effec-

tive ways to clean as well as use of the latest tools. Many manufacturers and distributors

provide their clients with complementary training tools on a variety of cleaning tasks.

Another way to achieve cost savings is to ensure your business is running as efficiently as

possible. Reviewing and implementing the elements of ISSA’s Cleaning Industry Manage-

ment Standard (CIMS) can improve customer satisfaction while streamlining overall opera-

tions. According to a CIMS case study, the University of Georgia Physical Plant Division - Ser-

vices Department was able to cut cleaning-related costs by more than US$400,000 once

their staff had achieved CIMS certification.

Purchase in bulk. In many cases, purchasing cleaning chemicals in 5-gallon sizes is less ex-

pensive than purchasing them by the gallon. Plus, bulk purchasing can be better for the envi-

ronment.

Use an auto-dilution system. The goal of an auto-dilution system is to precisely mix chemi-

cals with water. In so doing, the system also helps prevent chemical waste that can add up

over time.

Work with a distributor or manufacturer as a partner. The cleaning contractor’s job is to

know cleaning while the distributor and/or manufacturer's job is to know products and solu-

tions. An astute trade partner often will share best practices to help make cleaning more effi-

cient and effective―both at a reduced cost.

Promote safety. A safe work environment not only helps prevent injuries; it also can help

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reduce workers’ compensation claims. In turn, implementing proper safety measures can

keep a contractor’s insurance expenses from escalating.

Go green. The Building Owners and Managers Association (BOMA) International reports

that many of its members have found additional savings in the process of going green. Ac-

cording to BOMA, a single green cleaning product often takes the place of multiple tradi-

tional products, which reduces the need to stock several different chemicals and results in

cost savings. Further, because most environmentally preferable cleaning products are safer

to the user, they can help promote safety while minimizing the potential for work-related

injuries.

Schedule accounts together geographically. While it is not always possible, contractors

should try to clean locations in the same general area on specific days. This obviously reduc-

es driving time, which helps reduce fuel expenditures on a given day.

Use workloading programs. Workloading is a system that analyzes the amount of time it

takes to complete cleaning tasks and gives an accurate estimate of how much work can be

completed in a specific amount of time. Having this information helps contractors schedule

cleaning tasks properly as well as streamline them, which helps reduce expenses. This infor-

mation can also help contractors bid on accounts more precisely. Workloading tools such as

ISSA’s 612 Cleaning Times book and InfoClean software can help contractors get started.

These suggestions notwithstanding, cleaning contractors should make analyzing costs and

seeing where they can be reduced an ongoing part of their business operations. This can re-

sult in significant savings and an improved bottom line, which every business seeks.

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