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The Sky Club and Wachovia Bank
The efficiency with which Manhattan Maintenance operate
depends largely on how effectively we manage our personnel.
Effective personnel administration begins with programs
that recruit employees for jobs compatible with their abilities
and encourages the development of these employees. MMC strives
to provide an atmosphere for motivation so that each employee
will contribute his or her maximum performance to the team
effort. This is accomplished by:
the work so that custodial personnel understand, perform
and meet the work objectives
so that custodial personnel function effectively and efficiently
as a team to accomplish all contract requirements
up and inspecting to be certain that results conform to
Quarterly Employee Monetary Bonus Program
Periodic and Daily/Non-Periodic custodial and janitorial tasks have assigned
standards to which each custodian is trained to and required
Areas and Work Assignment
When MMC services a facility, each work area will be assigned
a supervisor who will be ultimately responsible and accountable
for ensuring all janitorial services and related support tasks are
accomplished, on time and to the standards expected.
custodial area will be assigned to a specific cleaner(porter/matron)
for the accomplishment of all daily/non-periodic or periodic
housekeeping cleaning. A custodial area is defined as the
maximum amount of space a single custodian can effectively
and efficiently clean during one work shift. The assignment
of work will take place when we have had a chance to review
the facility in detail and discuss our proposed approach
with the client.
the Assigned Work
Manhattan Maintenance's on-site custodial supervisors are
responsible for monitoring the cleaning of a group of offices
and other areas to be cleaned. These supervisors will be
provided with a three-ring notebook with enough dividers
to provide a section for each "custodial area"
under his or her direction. Each section contains a breakdown
of the rooms or facilities in that particular custodian's
area based on either the daily and non-periodic tasks, or
other appropriate forms, for periodic cleaning tasks. In
addition, the appropriate inspection sheet will be contained
therein to record that an assignment has taken place acceptably
or not. There is also space to record notes or any other
supervisor begins each shift with a quick briefing to every
custodian under his or her direction. During this briefing
the supervisor will inform the custodians of the periodic
cleaning assignments to be performed that day. Each day
thereafter the supervisor begins the shift by evaluating
the periodic cleaning services performed the previous day. If the
assignment was completed satisfactorily he will note the
date it was accomplished and then makes the next assignments.
Each supervisor is responsible for updating the Master Schedules
in the Project Manager's Office. A quick glance at either
the supervisor's notebook or the Master Schedule will tell
you several things immediately:
latest date any room or facility was thoroughly cleaned
time elapsed between office cleaning
the supervisor is accomplishing cleaning in a timely and
consistent manner throughout the area.
Manhattan Maintenance uses predetermined criteria to evaluate
the performance of our employees. Under this method, supervisory
performance can be graded by the following criteria. What
is the number of periodic tasks a supervisor should achieve
in a given month after adjustments for absences and vacation
days? And what is the number actually achieved? If 90 were
actually achieved and 100 were possible - that's a score
of 90%. By setting 80% as the minimum acceptable score,
it becomes very easy to identify which supervisors are having
problems without even leaving the office. In turn, the data
entered in their own notebooks make it simple to review
what those problems were and correct them.
The account manager, quality control manager and area supervisors,
conduct regular spot checks of the daily and periodic assignments
entered in the binders by the supervisors. If the supervisor
of Crew 1 says custodian a, b, and c, gave acceptable periodic
cleaning to room one, two and three, the project manager
can go straight to those room to verify or dispute the claim.
checks, performed randomly, make dishonesty hazardous and
pointless, for there is no good reason for a supervisor
to cheat in the first place. Moreover, we need to understand
why the assignment is not being accomplished as scheduled
and fix it either by adjusting the schedule or make effective
an ineffective custodian.
supervisory and cleaner performance rating system is important
to our cleaners because it is used to determine these employees
quarterly bonuses offered via the MMC Monetary Bonus Program.
At the conclusion of a calendar quarter, the ACs reviews
each employee's rating sheets and identifies all employees
that graded out at 90% or better. These individuals are
deemed to have exceeded the job requirements and receive
a monetary bonus. Since the programs implementation, MMC
has seen a noticeable improvement in customer satisfaction
at all of our accounts.
The facility and area supervisor are mandated to conduct
a refresher training class for a cleaner when their performance
rating grades out at 70% or below. The facility supervisor
is requested to attend so that the area supervisor can make
sure he/she is performing their supervisory duties correctly.
The facility supervisor is ultimately responsible for the
performance of the cleaners working under them- and their
quarterly bonus is based on the area supervisor's review
of the buildings overall appearance. MMC believes in accountability
and the quarterly bonus program assures that our employees
make it a top priority.
Planning and scheduling assignments are crucial factors
in controlling workloads to maximize the efficiency of the
work force. Our scheduling activity begins with the review
of contract specifications, which determine the cleaning
frequency for specific areas. Established labor standards
are applied to each area, and with the task frequencies,
an estimation of the labor hours required to perform the
work is developed. The tasks are then divided into those
performed on a daily/non-periodic basis and those done on
a periodic basis.
work is further divided into custodial area, which is the
maximum amount of space that can be cleaned by a single
person in one shift, resulting in the
development of a daily/nightly work staff. Periodic work
is analyzed taking into consideration the type of cleaning
task, specific skills, crew size needed, and the cleaning
frequency in order to develop the appropriate staffing levels
for these tasks.
custodial areas come under the control of a supervisor who
uses an established system of checks and balances to monitor
and report on compliance with specifications and quality
standards. All supervisors prepare summary weekly reports
comparing actual performance against planned accomplishments for building cleaning.
MMC's Training Program
one characteristic that separated Manhattan Maintenance
Company form other vendors is our account management department's
superior customer service skills. Our success is due in
large part to our superior internal organization and in
the field supervisory staff. Every account coordinator(AC)
and in field supervisor(IFS) has a junior AC or IFS who
"shadows" their day to day activities for the
accounts they are responsible for. The MMC training or mentoring
program has proven to be extremely effective because the
junior AC & IFS obtain valuable on the job work experience
while under the tutelage of a seasoned and well established
training of MMC account management staff for each account
is completed at least two weeks prior to the commencement
of the account; to allow our management staff ample time
for site visits and other aspects of our transition model.
The President of our firm and head of the account management
division customizes the agenda for each account based on
meetings/discussions she has with our client's point of
contact. Issues addressed in this meeting can include but
are not limited to: hours of service, security requirements,
inspections schedules, quality control measures, points
of contact for daytime/after hours, etc. All of this important
information is relayed to our contact at the client's facility.
average tenure with MMC of the Account Management team is
10.74 years. These experienced and reliable executives have
repeatedly proved themselves to be the best in the business.
Because each member has been with our firm for well over
a decade, their training program will focus on understanding
the client's culture and the frequencies/specifications
identified by the RFP, and training their "shadow"
to evolve their methods to a new services or supplies account.
MMC is awarded a new contract we assign our most experienced
and well trained AC and IFS to manage the account. The "shadow"
training program evolves as they developed a comprehensive
understanding of their day to day responsibilities for the
account via daily tutelage from their mentor. These senior
MMC account management individuals'-resumes included- sole
responsibilities will be to attend to every detail of the
account. In addition to having the most dependable and experienced
MMC account management personnel serving the account, an
additional junior account management staffer will also assist
with the less sensitive details, such as the transcription
of Quality Control Report results from paper form to the
Account Management Team is already in place because our
senior account management team will manage every aspect
of the account. These proven account management professionals
will have no other responsibilities other than the new account.
They have unparalleled experience in the account management
of the retail banking sector- having serviced over 25 accounts
and 670 facilities in New York City and and surrounding tri state region within the past 10 years- and will be
focused on exceeding the expectations of your Facility Management
Training Program for Janitorial and Cleaning Staff
The MMC Training Program for our cleaning staff will be
much more in depth and hands on than any other cleaning
contractor in the nation. The MMC Director of Operations
and the designated Resident Manager will be responsible
for training all employees, which will take place on site
prior to our start date. Our firms two decades of experience
in the cleaning industry have proven time and time again
that our philosophy of training people "the right way"
the first time saves our firm time & money and drastically
increases customer satisfaction during the genesis of a
contract. Employee turnover ends up costing other janitorial service
contractors more money in the long run, because of additional
expensed associated with retraining a new employee. MMC's
historic yearly turnover rate is below 4% which is within
the top percentile for our industry.
our employees "the right way" from day one assures
that each cleaner and supervisor understands and accepts
each and every aspects of their specialized duty for the
account. Typically MMC assigns a specific duty for each
cleaning technician to perform within a facility, such as
dusting, bathroom cleaning, and periodic work orders. At
a minimum, the DO spends each night for the first month
of a contract touring the facility with the RM and his supervisors
to make sure the cleaners have understood and are performing
every aspect of their nightly duties. MMC employees will
be trained for and perform each separate function generally
in accordance with our "CUSTODIAL MANUAL PROCEDURES".
Our comprehensive planning and management systems provide
everything we required to maintain all facility types at
peak efficiency and in the most cost effective manner. Our
custodial services plan will be further refined, before
actual implementation by our corporate management staff,
on-site project supervisor and janitorial supervisor/lead
cleaner during phase-in. All janitorial service procedures
and frequencies will be checked to ensure that they align
with actual facility requirements and staffing levels.
of the most important factors in the MMC custodial training
program is chemical usage. The Director of Operations and
Resident Manager will spend a considerable amount of time
with each individual cleaner to discuss and review the proper
situation to use each chemical MMC brings into a facility.
All chemicals used by MMC are OSHA Approved and their MSDS
sheets are readily available in each janitor's closet occupied
by our firm. Our DO has developed an interactive approach
to teach proper supply safety procedures with each type
of chemical used. The interactive approach assures each
custodian is absorbing this vital safety information and
also understands the proper usage of each chemical MMC places
in the janitor's closet.
MMC Technician Training Program is divided into two categories.
Those that are to be performed as part of a daily routine
and are therefore called "Daily or Non-Periodic Cleaning"
and those that are to be performed on a recurrent basis,
as defined by the RFP, and are therefore called "Periodic
For a more information about our building facility and maintenance management services, please call (973) 227.3320. We service New York City and the surrounding tri state area.