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 | QUALITY ASSURANCE PROGRAM
OVERVIEW
Louisiana State University, flagship of the State of Louisiana, has a Building Services Department that was maintaining some 4.5 million square feet of floor space with limited resources and a total crew of 212 custodians, managers and supervisors. There was a lack of communication between the custodial staff, management and customers. Complaints were received daily and there was no clear vision on how to improve customer service. Associate Vice Chancellor Joe Kelley realized the department needed to completely rethink their methods, but also understood the necessity for an innovative program to meet the organizational goals.
The first step toward meeting those goals was to hire an outside consulting firm to perform a custodial audit on the department. According to their report, "The most significant areas in any custodial operation are rest-rooms (the greatest source of complaints) and circulation areas (the most visible). At LSU, neither is being cleaned at an acceptable level."
After receiving the report, many cleaning duties were shifted to the night crew. A Quality Assurance position was created to open communication between the customers and the custodial staff and new training, as well as recognition and reward programs, were implemented for the custodial staff. An Emergency Supply van was purchased and stocked to cut down on response time to rest-room supply shortages and was also utilized to respond to emergency flood situations in campus buildings. To handle high rest-room traffic areas, custodians were outfitted with distinguishable red vests and assigned to areas with high rest-room traffic. This allowed them to keep rest-rooms stocked and clean and made them more visible to customers. The Quality Assurance Manager personally met with all Building Coordinators, faculty, and staff to discuss their needs. A web page was created to allow customers to e-mail work requests, and an on-line survey gave them the ability to address concerns and offer feedback on the new program. Customer response was immediate and e-mails and letters poured in praising the program and the staff. Duties of the Quality Assurance Manager expanded into other areas including preparations for special events, football games, ceremonies and post-construction inspections. The campus grounds and buildings are now maintained at a higher level for the enjoyment of all students, faculty, staff and visitors to LSU.
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INSTITUTIONAL BENEFITS
Louisiana State University is the flagship university for the State of Louisiana and there is a daily image that must be presented to students, faculty, staff and visitors. Raising the bar, with Quality Assurance in the Custodial Services area, was achieved through both classroom instruction and on-the-job training of specific skills.
- Classroom Instruction- Basic skills of communication, peer interaction and teamwork were taught and "rap sessions" were held to allow Managers and custodians to present their concerns. Managers also took classes in "Change Management" and "Positive Management Styles". Rewards were given in all classes for participation, attitude and a willingness to better the department.
- On the Job Training- Classes were given in preventative maintenance and proper cleaning procedures. Supervisory staff members were selected as trainees and all custodial employees were sent to a trainer for a four (4) week period. Employees were taught the best cleaning procedures and usage of the newest cleaning products
- When new machinery was introduced, the supervisors and managers were taught not only the "How To" of running these machines, but also the "Preventative Maintenance" side of making equipment last. The supervisors passed this training on to the custodians.
The cost savings was not only measured in increased productivity, but also in a lower number of absentees. The staff had a positive attitude and interacted with customers and each other better. Customer Service classes were expanded to all of the craft areas. The "Do's" and the "Don'ts" of Customer Appreciation were stressed with role-playing and "teamwork" and "peace" were the buzzwords of the day.
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AN INNOVATIVE PROGRAM
The most important component of the Quality Assurance program that makes it unique and ensures the program's success is the "One on One" contact with customers. Personalized service and follow up to make sure a job is performed correctly and to the customer's satisfaction is the core of our Quality Assurance program.
Build personal relationships with the campus community to discuss needs, successful practices and areas of needed improvement. Personally meet with all Building Coordinators, faculty and staff members to discuss needs and encourage feedback. This service eventually extended beyond custodial services into other craft areas (painting, electrical, plumbing, etc.).
Seek out students and pass out business cards to solicit their custodial and safety concerns.
Ensure occupants of buildings know the name of employees who service their building and forward complimentary communications from building occupants to Facility Services employees and management.
Conceptualize, develop and implement custodial training programs in customer service, cleaning techniques and personal growth.
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PROGRAM UTILIZATION
Quality Assurance creates a win/win situation in any organization. The administration must inform all personnel and customers on how the program works and what benefits will be offered. This makes the workers, facility service personnel, customers, and the general campus winners. The Facility Service Team wins due to their ability to accomplish more and be better received by the campus. The customers win because of improved response time and courteous Facility Service personnel.
We communicate our mission "If we don't take care of our customers, someone else will!" each day. Those words are prominently hung in various locations as a reminder to our staff of the importance of our customers. We have a direct link with the campus, through our Quality Assurance Manager that allows personal and timely interaction between staff and customers.
This program would not be a success if the Quality Assurance Manager did not work with a dedicated group of professionals. The individual departments of Building Services, carpentry, building services, painting, plumbing, and utility must have high quality employees. These employees are essential to a successful program, because the key to success for any program is positively motivated people. Programs that emphasize effective on-the-job training and positive motivational rallies are essential.
A Quality Assurance Program accomplishes this by:
- Lowering absenteeism ratio
- Lowering turnover ratio
- Improved cleaning and maintenance of buildings
- Radical image change and perception of department and employees
- Closer relationship with customers
- Seeking periodic feedback from customers on quality of service received
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MECHANICS OF THE PROGRAM
Giving tours of the Facility Services administrative offices and shop area to introduce customers to our staff and familiarize them with our procedures.
Sending out "thank you" e-mails to customers after a job is completed and personally delivering completed work orders.
Leaving a "Hang Tag" (Appendix A) on each customer's door to inform them of the status of their work order. These hang tags are carried by all Facility Services employees.
Establishing an "Emergency Response Truck" to immediately deliver bathroom supplies when they run out and to respond to water intrusion problems such as floods or plumbing emergencies.
Holding training and continuing education classes on equipment usage and customer service several times per year for all custodial employees.
Establishing reward programs and appreciation luncheons, given by management, for special recognition of outstanding employee performance.
Creating a "Ladies in Red" group of custodians who work in high traffic buildings on campus and constantly monitor rest-rooms. They are a visible presence to our customers and keep rest-room supplies full.
Shifting the major cleaning of many buildings to the night crew to minimize distractions to faculty, staff and students, and to maximize cleaning opportunities.
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MANAGEMENT INVOLVEMENT & EMPLOYEE COMMITMENT
For positive changes to take place, management was required to be deeply involved and open minded to pragmatic changes. Lines of communications between management, employees and customers had to be opened and there needed to be willingness among employees to accept new ideas and not cling to the "old way" of cleaning and maintaining campus buildings.
- "Rap Sessions" were held at both the management and custodial levels. Issues were discussed and goals for the entire staff were set. The lines of communication were opened for the custodial personnel to explain why changes in customer service were needed and what those changes would entail.
- A "Brag on Your Building" program was instituted in which the Quality Assurance Manager would inspect each building and give it a "Pass or Fail". Receiving a "Pass" rating took a great deal of pride and hard work.
- Jambalaya dinners were given to all custodial personnel as a reward for their improved service to customers and management served the food to the staff. Prizes were awarded based on merit and through regular ticket drawings.
- Professors of remodeled offices gave pizza parties to the workers for finishing the job with great quality before the due date.
- Raises were given to custodial workers who increased productivity in their buildings.
- Local businesses on campus were solicited to donate small prizes for an "Employee of the Week" program. The Executive Director personally presented certificates and prizes to employees who were nominated by customers in their assigned buildings. This program was organized at minimal cost to the University and promoted a sense of pride among employees and rewarded improved customer service skills. It also encouraged customers to become actively involved in providing feedback to the department.
Positive Management influence and employee commitment was an important start in orchestrating a successful Quality Assurance Program.
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APPENDIX: Customer Service Hang Tags
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