Quality Control Program

Definitions:
The term “Quality Control” encompasses a wide variety of activities and processes, both formal and informal, all aimed at assuring customer satisfaction, which our experience has shown is the result of excellent service, consistently performed. We find it is useful to use three (3) categories in defining our quality control methods:

1. Quality Assurance includes all standards and activities aimed at achieving day-to-day consistency.
2. Quality Improvement includes all activities and procedures directed toward measuring overall performance, correcting systematic errors, and establishing new standards for performance.
3. Quality Audits includes all inspections performed by higher management with the goal of eliminating any possible complacency and insuring that MGM standards are met.

Quality control is our obligation. It is included in the job description of every MGM operations manager, and each employee understanding his/her responsibility.

Quality Assurance:
Monitoring consistency is the special responsibility of MGM Managers and Supervisors. Office cleaning, while composed of a series of simple unskilled tasks, is surprisingly complex in the way it all fits together. Each task must be done repeatedly, in its proper sequence, during the course of a cleaner’s shift.

Consistently achieving quality standards begins with properly training new cleaners and conducting through nightly inspections.

QUALITY IMPROVEMENT:
Experience has shown us that constantly striving for improvement maintains excellence. The supervisor sets goals and improves the service of his or her cleaning staff using a process of through checks and on-the-spot corrections. Assessing overall quality and setting goals for improved service are functions of both the MGM supervisors and their managers.

In the case of middle management- Divisional Operations Management and Account Manager- the process is formal and systematic. These managers are trained to evaluate the entire cleaning program and assign each task a quality rating.

Management inspections occur at different times and are tailored to the needs of the client. Unannounced inspections are commonplace among all levels of management; this allows training conduct, morale and appearance to be observed in an unrehearsed atmosphere.

Quality Audits:
The process of auditing quality control, which is carried out by our entire management team, has both obvious and intrinsic values. The obvious value is that it reinforces MGM standards, creates a benchmark from which to improve, and insures that quality control is continuously conducted. The intrinsic effects relate to an overall attitude transference. By conducting regular audits using key management personnel, our employees are reminded of the importance MGM places on the quality of our service.

The Account Manager, Divisional Operations Manager and President conduct quality audits with varying frequency.

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INTRODUCTION

MGM prides itself on exceptional recruiting, selection, and training of its manager. While these three practices are critical to the success of your operation, of equal importance is our ability to measure, sustain and ultimately improve upon our quality performance.

Quality Control tools and procedures have allowed MGM to achieve the common goal of consistent, quality service. Our systematic and thorough process encompasses three distinct practices:

• - Internal Inspections
• - Customer and Tenant Feedback
• -Independent External Audits

All levels of our supervisory and management ranks perform internal inspections. The process is always thorough, however, there are varying degrees of formality. The least formal is a supervisor’s inspection of the respective areas of his or her cleaners. On the spot corrections are made and notes are jotted for later discussions. The most formal inspections, however, are conducted by a senior manager. The most formal inspections, and utilize a lengthy checklist. Both are performed with varying frequency and are equally effective. For the more formal inspections, we encourage the participation of our customer when convenient. In all cases performance is evaluated, responded to expeditiously and tracked to identify possible trends.

We too want to be recognized for value, therefore, customer and tenant feedback is periodically solicited, with our customer’s approval, by randomly distributing feedback cards and questionnaires. Cards are distributed and gathered the next day for review. A more detailed questionnaire is distributed to office managers and our client contact, which provides equally candid comments. Areas needing more attention are acted on immediately and careful attention is given to developing trends. The compiled feedback is always a topic of discussion during the Joint Review Committee meetings.

Finally, while not a member of the operations group for obvious conflict of interest reasons, there exits an independent auditing team. Their charter, given to them by the chairman, is to conduct regular quality audits of each of our accounts to insure MGM standards are being maintained. Their audits reflect where performance meets the MGM standards and identifies these areas where remedial training is required. In cases where remedial training was required and completed, successful reevaluations are necessary for certification.

MGM VISION

At MGM each and every individual will subscribe to the principles that built this company: hard work, customer satisfaction, efficiency, and cost effective operations. We will put those principles into action in everything we do to serve our customers better than anyone else could. We will recognize opportunities for improvement and capitalize on our ability to improve our services in order to satisfy our customers and streamline processes.

BUSINESS PHILOSOPHY AND STRATEGY

At the foundation of our service endeavor is the philosophy that quality service is a shared experience between MGM and the customer. Understanding our customer’s view of the experience is basic to our way of doing business. We recognize that our customers expect to participate in determining their service program, and beyond, as they encounter challenges which may alter their facility’s service requirements. We contribute the service expertise, which allows us to customize our service to meet our customer’s needs. In short, we are devoted to serving our customer’s best interest. MGM is competitive in today’s demanding economic climate because the quality of our services contributes to our customer’s success in their own business arenas. We pride ourselves in making our clients more productive, more efficient, more competitive, and more profitable. We align our service with our customer’s needs to enable them to reach their goals, as we pursue our own.

As a company, MGM has always been dedicated to customer satisfaction. However, following a recent reorganization we have redoubled our efforts to provide quality service. The reorganization resulted in a “leaner” workforce, fewer layers of management, and more focused sense of purpose; thus, we have renewed our commitment to customer satisfaction. Amidst a national realization that continuous self- improvement is the key to our competitive edge. All businesses today, whether product or service oriented, are operating under a new set of quality focus imperatives. We observed other industries in the nation, we listened to our customers, and we are taking the initiative in a quality effort with rejuvenated processes and a sense of purpose.

Our service strategy is to provide a comprehensive Quality Service Delivery System who assures that we provide on time, efficient, convenient service which meet our customers needs and exceed their expectations. We define quality service in terms of customers driven standards. As MGM moves forward, we do so with a new set of goals and standards all directed at continually improving our competitive edge…quality.

QUALITY MANAGEMENT PHILOSOPHY

Our management philosophy hinges on our business strategy. It emphasizes our corporate values and signals management to act in concordance with those. It promotes a team approach to work and a quality services focus.

• People are our greatest asset.
• Full employee empowerment.
• Encourage open communication.
• Employee training and education is essential.
• Quality is consistent with profits.
• Quality is everyone’s responsibility and is in everything we do.
• Our standards of excellence are customers driven.
• Focus upon both internal and external customers.
• Continuous improvement is a way of life.
• Measurement of critical processes is imperative.
• Doing “the right things right all the time” is the way we do business.
  

In order to mobilize all members of MGM towards a common purpose it is essential that all members operate under the same set of principles.

MGM SERVICE MISSION

An extension of MGM’s philosophy is our Service Mission, “to develop a customer supplier partnership that is world class in the delivery performance of services.” The concept of a “partnership” refers to the development of a long-term relationship between two organizations for the purpose of achieving specific business objectives. As our contribution to partnership we offer, unparalleled service expertise, dedication to our client’s goals, and an understanding of their unique needs, expectations, and values. We have found that expert planning on our part and input on the part of our customers defines a successful partnership.

MGM QUALITY SERVICE POLICY

Our Quality Service Policy provides the goals, which guide the day to day activities of all levels of the company towards the Service Mission. The Policy defines what every employee is expected to contribute to the effort. It lends credence to our mission and a sense of purpose to our work. Specifically, our Quality Service Policy is to:

• Provide services, which conform to our customer’s requirements.
• Deliver service on time, and at a competitive price.
• Exceed customer’s expectations by setting goals to achieve total customer satisfaction.
• Reward quality service within our ranks.
• Build a reputation around our name which represents quality to our customers, our vendors our competitors, and ourselves.
  
  

MGM QUALITY SERVICE DELIVERY SYSTEM

MGM quality service strategy translates into a quality service delivery system (QSDS) composed of interdependent elements, which promote continuous improvement. The QSDS incorporates elements of our philosophy, mission, and policy to form a comprehensive delivery system, which is consistent with our view of quality service. It provides for a system, which removes ambiguity from “quality service” by utilizing standards to reduce subjective interpretation.

Service delivery is a cyclical improvement process, which revolves around customer-supplier communication, standards for performance, and a competent workforce skilled in quality service procedures. Five Pillars of Quality service as the basis for the service delivery system: customer focus, continuous improvement, total involvement, systematic support, and measurement. First, customer focus forms the backdrop for the entire process. The customers’ needs and expectations are embraced in every facet of the system both explicitly (as in STANDARDS) and implicitly as customer’s requirements filter into work processes/outcomes (as in PROCEDURES). The process begins and ends with the customer’s experience. Second, continuous improvement best describes the system in which cyclical mechanisms propel the process and enrich procedures and performance. Note that numerous mechanisms operate simultaneously.

Next, total involvement is paramount in the success of the system. Every member is expected to participate in the process and receives the systematic support to make that possible. Systematic support is provided in terms of: 1) tangible resources such as skills and managerial training appropriate tools and materials etc. and 2) intangible resources such a senior management’s support, interdepartmental cooperation, and an environment of continuous learning. Finally, measurement functions as a yardstick by which we measure our success. By measuring our performance against a set of redefined standards we are able to judge to what extent we are meeting our customers needs. The following is a brief description of the components of the Quality Service Deliver Process.

STANDARDS OF EXCELLENCE

Consistent with our partnering philosophy, the experience our customers derive from our service plays an integral role determining the standards by which we operate. We bring to the shared experience many years of service excellence, a strong reputation, and the most rigorous industry standards. We define “quality” in terms of 1) conformance to concrete redefined maintenance standards determined in a large part by 2) our customers’ perceptions of quality. Together, we define the standards of excellence by which our success will be measured.

SERVICE DELIVERY PROCEDURES

Accordingly, our service delivery procedures are reflective of our policy on quality in that they are designed to accomplish the prescribed standards. As our customer’s and our own expectations rise, we “fine tune” service delivery procedures. Work practices and delivery procedures are continuously monitored and improved in order to meet the standards. Procedures are streamlined, obsolete practices eliminated, new technology introduced, supplies and vendors evaluated to meet ever changing standards of performance. Since we do not view quality as a “degree of goodness” but rather conformance to standards, we must continually refine and upgrade the procedures we will use to meet them.

ORIENTATION AND TRAINING

In order to enable our staff members to meet ever-changing standards and utilize improving procedures MGM, cultivates an environment of continuous learning. New personnel at all levels undergo orientation in which we impart our vision and policy for quality service. Expectations and requirements surrounding quality service are defined, and methods of evaluation explained. Managerial and line personnel are trained in the technical skills they need to perform as expected. In addition, all personnel receive training in the customer relations skills they need to deliver service as professionals. Our own management seminars are used to impart the attitudinal and behavioral training necessary to develop a customer focused, quality conscious workforce. When existing service delivery procedures are altered to bring about improved service delivery, retraining is conducted to ensure mastery of new procedures. We also provide educational and career building programs to personnel at all levels.

ASSESSMENT

Performance at the individual, group and unit level is assessed utilizing standards-based appraisal instruments. Assessment is used to delineate desirable and undesirable performance; that is, performance, which meets or exceeds standards, as opposed to performance which falls short of standards.

Supervisors randomly select buildings on a daily basis and inspect areas delineated in the “Building Inspection Report”. Problem areas are noted and flagged for follow-up. Completed forms are returned to the Account Manager for review and approval.

Forms are kept on file by building for two months to track ongoing progress after which time they are transferred to the employee’s personnel file to function as a record of individual performance.

On a monthly basis, the Operations Manager and Account Manager randomly select buildings for Quality Audits. In addition to allowing assessment at a deeper level, this inspection also serves as a method to cross-validate data. It ensures that managerial staff is applying the same standards of assessment across buildings. The reports are kept on file and data is made available to improvement teams.

DESCRIPTION OF INSPECTION PROCEDURES USED BY THE QUALITY AUDITOR AND SHIFT SUPERVISORS

1. Floor Surveying:

This is a concentrated and thorough assessment of cleaning, using the Building Inspection Survey Forms. This is final judgement of the quality of work.

In the process of Floor Surveying, it is common to find problems or deficiencies with the physical condition of the building and tenant/common areas not related to cleaning. Ceiling tiles may be missing, lights may be out, or there may be a leak in the restroom. These are reported to the Project Manager using the Deficiency Report Form, which is attached to the Floor Survey.

General Floor Survey Procedures: Using an overall top-to-bottom, bottom-to-top pattern in the Floor Survey. Begin by looking at items at ceiling level, working your way down to the floor level. Proceed with the Floor Survey, look upward from the floor to ceiling and continue this ceiling to floor/floor to ceiling sequence. This is a natural pattern of eye movement and allows you to efficiently and effectively cover a floor. Use the following sequence for example when conducting a floor survey of an office space.

Office Space Survey: Enter the office space, first, look at the DOOR and see if the DOOR SURFACE is dusty or smears. Look at the from a side angel in order to determine if its dusty.

Then, using a top-to-bottom pattern, look upward at the OVERHEAD LIGHT FIXTURES for fingerprints and dust, also assessing the AIR VENTS and AIR RETURN VENTS for dust accumulation.

Look next to the walls for smudges, smears, or spills. It is likely that a concentration of fingerprints will occur around the LIGHT SWITCH. To check PICTURE FRAMES, run your finger over at least six inches to the top surface of a frame for dust buildup. Follow the same procedure for HIGH LEDGES, SHELVES, FILING CABINETS, and CREDENA. (For offices that are partitioned, checked PARTITION TOPS and PARTITION GLASS for dust buildup, smudges, or fingerprints.)

Next look at DESKTOPS and all sides for handprints and spills, running your hand over the desktop to check for dust buildup and erasure rubbings. Pick up the PHONE RECEIVER and inspect for grease, smudges or marks. Also inspect the PHONE CRADLE, visually checking for dust and smudges. Check OFFICE EQUIPMENT located on the desk for dust, smudges, or marks.

Now, turn and evaluate the CONFERENCE TABLE, checking for dust and fingerprints. Get down on hands and knees in order to check the base of the conference table for dust buildup. So too, in checking CHAIRS, be sure to check chair bases or legs for dust buildup. While checking conference/office chairs, run your hand in chair upholstery CREASES for crumbs/dust.

Then go over the WASTEBASKET, picking up the wastebasket and checking inside/out for fingerprints, spills, trash left behind.

After this check WINDOWS SILLS, WINDOW FRAMES, AND BLINDS for dust buildup, again passing your hand over the surface to these.

Completing this top-to-bottom pattern, go ahead and check BASEBOARDS for dust buildup, and leaving the office space, check behind the door, looking at the door surface. This is also the time to assess the CARPET for edge vacuuming, carpet stains, and overall general quality of vacuuming (this includes inspecting carpet under the desk, conference table, and chairs).

Before leaving the area, complete a thorough checking o wastebaskets and ashtrays.

2. Restroom Survey:

Use the following sequence when conducting a survey of a restroom:

First, walk in and check for bad odors, looking at the DOOR to see if the DOOR SURFACE is dusty or smeared.

Then, using a top-to-bottom pattern, look upward at the OVERHEAD LIGHT FIXTURES for fingerprints and dust buildup, and also check CEILING AIR VENTS/GRILLS for dust buildup.

Next check PARTITIONS, including tops and sides, for any smudges and graffiti.

Now, examine WALLS and WALL BASES for dust buildup, smears, spills and graffiti. Pay special attention to areas next to the toilet paper dispenser, urinals and wash basins.

Check MIRRORS for streaks dust buildup, fingerprints, and drips.

Look next at PAPER TOWEL AND TAMPAX DISPENSERS, checking for smears and smudges, as well as supply levels. At the same time, check the trash containers to be sure they have been emptied.

Then examine the counter tops for streaks, fingerprints, drips and dust, checking WASH BASINS for these as well as yellow staining. Also check the FAUCET SPOUTS and HANDLES for shine and polish. Under the counter tops, check DRAINPIPES for dust buildup, stains, and polish/shine. Check the WALLS and FLOOR CORNERS for soap and other smudges. Check soaps dispensers for clogging and supply.

Check URINALS and COMMODES by first examining the FLUSHER for shine and polish, then examining the porcelain bowl for water spots and stains. On your hands and knees, look at the underside of the urinals and commodes for yellow streaks or stains. Also check the SIDEWALLS for spots and stains. This is a critical area. Finally, check the partitioned-mounted DISPENSER/RECEPTACLES in the Women’s restroom to be sure they have been emptied and are polished/shined.

Now check the FLOORS, CORNERS, and EDGES for overall general quality, noticing marks, scuffs, stains, and debris. While checking these, also check the FLOOR DRAIN for shine and polish.

Before leaving the restroom, check the inside for surface for dust and smudges.

For kitchen, copy room, computer room, and hallways, follow the same general pattern and procedures.

If delayed during the evening and the supervisor has not done a Follow Up to the Problems found. A Resolution should be completed before moving to the final portion and Final Check.

If a follow Up and Resolution is required, the Supervisor first returns to those floors where there are new employees or where problems were identified during the shift. If problems have not been resolved, it is the responsibility of the Supervisor to resolve these problems. If necessary, this includes the work being personally completed by the Supervisor.

PERFORMANCE

“Performance” refers to the ability of an individual, system. Unit, work group, etc. to meet standards. Regardless of whether performance is desirable or undesirable it is examined to promote a better understanding of the factors that contribute to it. It is here that a “process within the process” is underway. Employees are encouraged to make judgments about how to best deliver service which meets standards, and are given the authority to alter their own methods of service delivery and make ongoing improvements in their own work.

Adequate performance, that which meets or exceeds our customers’ expectations, can always be improved upon. Good is never good enough. Although we make a conscious attempt to avoid “tampering”, we frown upon the
if it ain’t broke don’t fix it” attitude. Admittedly, however, inadequate performance receives considerably more attention. Every effort is made to ensure that only adequate performance ultimately makes its way to the customer. By invoking intervention strategies we are able to redirect inadequate performance away from our customer and into an improvement process. Common intervention strategies include coaching for improved performance, skills evaluation/training, and behavioral shaping.

IMPROVEMENT PROCESS

In addition to reinforcing self-improvement, formalized methods are in place to allow employees at all levels to improve upon service delivery procedures in and of themselves. These methods are particularly important because they allow for employee ownership of the process by encouraging them to participate in planning the procedures, which defined their work. An institutionalized process is in place, which mobilizes individuals to improve service delivery. It is here that we are able to: fine tune: our processes by using problem solving techniques to systematically dissect, measure, track, and improve upon existing methods. Sometimes, work processes can be altered at the unit level. Under those circumstances employees adopt the new process and are rewarded for their efforts. However, in some cases, participants find that a larger process is flawed within the service delivery procedures. Participants then follow the improvement process it implement new procedures. Employees are retrained as necessary to ensure mastery of new procedures.

In order to improve performance, quality teams use the problem solving techniques in which they are trained to make lasting improvements in service delivery procedures and work performance.

Team Approach:

• Establishes ownership of the process.
• Core group, quality committee, quality teams, (permanent) focus teams (temporary).
• Every member of organization expected to serve on team at some time.

Participants:

• Ranges from line level employees to senior management.
• Voluntary/mandatory participation determined by type of team and problem at
  hand.
• Functional, cross-functional as necessary.
• All “experts” in area of interest.
  Customer participation preferred.

Areas of improvement:

• Areas prioritized by teams. Problem area may be assigned by Core group level or
  determined by team itself.

Phases of the Improvement Process:

1.- Define the process.

• Ask for customer requirements.
• Determine how to measure process.
• Measure process. Obtain baseline data. Benchmark.
• Problem solving tools: Graphic frequency date (histogram, bar chart, line graph,
  etc.), Customer-Supplier model, flowchart.
  

2. Determine Opportunity to Improve.

• Select critical processes for improvement.
• Prioritize if numerous problem areas exist. Examine Cost of Poor Quality,
  critical incidents (customer impact).

3. Generate Alternatives.

• Generate list of improvement possibilities.
• Problem solving tolls: Brainstorming, decision matrix

SOLICIT FEEDBACK

We ensure that our customers are satisfied by proactively seeking their feedback rather than passively waiting for their response. Feedback is solicited from customers at two levels. At the unit level, managerial and line employees are strongly encouraged to ask customers input to refine their own understanding of the standards they must comply with.

At the site level, more formal means are used such as surveys and Joint Review committee (JRC) meetings. A generic survey format is used; the remaining portion of the survey is designed with the specific site/customer in mind. Customers determine their own level of participation. A unit level response is preferred; however, individual level responses are also acceptable. Respondents are selected using stratified random sampling. The level of stratification is based upon either the proportion of individuals or areas as they appear in the general population. Typically survey content includes:

• Speed and accuracy of response time.
• Complaint resolution time.
• Nature of delivery of service.
• Most important area of concern.
• Level of personalization of service.
• Overall satisfaction ratio.

The number and timing of surveys is determined by the number of customer departments, units, and level of stratification necessary. Data management capability is established on site to ensure timely analysis, distribution, and maintenance of date.

CUSTOMER EXPERIENCE

The customers’ experience 1) determines to what extent we have been successful in meeting their needs, and 2) fuels the standards which permeate every aspect of our operation. Note that the customer experience serves at both the front-end of the process in defining service standards, and as a destination at which all activities are directed. Measurements of our customers’ experience with our service:

• Allow quality teams to identify areas which need improvement (on-going basis).
  
• Allow quality teams to set concrete goals.
  
• Reinforce group performance when improvements are made.
  
• Allow for complaint resolution within the process.
  
• Function as a quantifiable measure of improvement for customers.

QUALITY CONTROL

Task	Frequency	Assignment
Daily Quality Assurance	Daily	Supervisors(spot checked by Account Manager
Quality Improvement Reports	Weekly	Account Manager
Quality Audits	Monthly	Account Manager and Divisional Operations Manager
Quality Audits	Semi-Annual	Director of Technical Support Divisional Operations Manager President
Quality Audits	Annual	MGM Corporate Independent Quality Auditor

SAMPLE DROP-OFF CARD

GOOD MORING ---	MGM Service Company
I cleaned your office last night. Please take a moment and let me know How I did!!
Dusting _______ Vacuuming _______ Trash _______ Other _______	Thanks, and Have A Good Day.
Comments: ______________________ _______________________________	Please leave this card on your chair when you leave.

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