PRSM 2012 Best Practices - (Page 101)

QuALiTy MANAgEMENT OF BuNdLEd PEriOdiC SErviCES AUTHOR deanna Jones, Program Manager, store & Facilities Maintenance COMPANY limited brands AUTHOR deborah kleopfer, director retail solutions COMPANY w services group, llc. chAllenge: Develop a services program that maximizes store payroll allocations and budget monies while managing for increased service quality and efficiency. best PrActice: The retailer combines its semi-annual, back-of-house floor restorative maintenance with its recurring sales floor cleaning service. In developing this program, the retailer has incorporated its third-party technology provider, a close relationship with the brand and input from the service providers. The end result of taking this collaborative approach to managing bundled services has been one of increasing compliance and better overall service results. results: The third-party technology provider is used to help process service requests, streamline communication and provide real time service information. This company’s systems are utilized to provide a checks-and-balances approach to the entire process. They do this by fulfilling the following areas of service management: • Provide user manuals and training opportunities in order for the service providers to develop an expertise in working with their systems. • Auto-generate service requests to the service provider 15 days prior to the respective service month. • Incorporate a detailed checklist of tasks and instructions for both the store and the service provider into the individual work orders. • Provide scheduling tools to store management so they have the option to load preferred service dates into the system that the service provider can then confirm with the store. • Process IVR usage and measure results versus established compliance target goals. • Allow store management and service providers the capability to enter extensive notes regarding service execution. • Provide availability to an online service quality survey for store management to rate the quality details of the service and provide miscellaneous input regarding their experience. The facilities department works closely with the brand to add to the efficiencies and success of the program. Prior to the start of the program, individual store payroll allotments by service were defined into a tiered system based on store square footage. This important behind-the-scenes step allows for the store to be able to schedule and complete the needed services in the time allowances necessary for proper cleaning results. In addition, the brand and the facilities department have developed written protocol to be used by the store for proper service preparation. They have also developed a built-in mechanism to allow and compensate for return trips by the service providers for instances where this preparation has not been completed as outlined. Ongoing internal written and verbal communication continues between facilities and the brand via emails and conference calls with store management throughout the service cycle. In order to maintain a high level of communication with all parties, the retailer holds a pre-scheduled monthly conference call with all service providers, corporate facilities and the brand liaison. The service provider helps to fine tune the service specifications and tasks lists to achieve a greater level of cleaning results and accountability. After receiving facilities and brand approval, this detailed scope of work is distributed to all crews and the new task list is incorporated into the work order document. The service provider then hosts a series of crew conference calls to ensure that they are properly equipped and fully understand the expectation. Follow-up calls take place one week prior to the service to again review the protocol and requirements and to reinforce the service expectations. On-site training with the crews takes place during the first service cycle to ensure all expectations are achieved. Additional items that the service provider contributes to the overall success of the program are as follows: 2012 Best Practices | 101

Table of Contents for the Digital Edition of PRSM 2012 Best Practices

Conducting Multi-Site Paving Improvements to Ensure Continuity
Conducting Multi-Site Paving Improvements to Ensure Continuity
Exterior Rebranding
Exterior Rebranding
Getting the Most Value Out of Roof Management
Getting the Most Value Out of Roof Management
Pervious Concrete Pavement Solves Drainage Challenge
Pervious Concrete Pavement Solves Drainage Challenge
Pervious Pavement: Concrete Solutions to Driveway Stormwater Drainage and Sustainability Problems
Pervious Pavement: Concrete Solutions to Driveway Stormwater Drainage and Sustainability Problems
Applying Bipolar Ionization to Improve Indoor Air Quality and Save Energy
Determining Responsibility for Ceiling Leaks
HVAC Maintenance and Repairs Quote Review
Managing HVAC Energy Usage Without Installing an Energy Management System
Solving HVAC Issues on Landlord Operated Systems
Creating a Standardized Cleaning Chemical Program
Floor Replacement Planning and Execution
Improving Pest Control Monitoring to Maintain Store Cleanliness
Streamlining Store Cleaning Through Internal Benchmarking
LED Conversion Bolsters Ambiance, Bottom Line and Environment.
LED Gas Canopy Lighting Upgrade
Lighting Maintenance
Retrofitting Signage with LED Technology
Performing Basic Troubleshooting to Save Money
Implementing Repair Audits to Ensure Customer Safety
Improving Quality, Cost and Schedule Through Safety Education
Managing Extended Power Outages Through Emergency Response
Managing Risk Through Slip Resistance Testing
Creating Energy Teams to Pursue Opportunities
Formulating Green Solutions
Making Data Centers LEED Compliant
Outfitting Facilities with an Eye on ENERGY STAR Certification
Recycling Cooling Water From Air Conditioning Systems for Toilet and Landscaping Use
Sustainability-How the Facilities Team Can Contribute
Driving Down Waste Expense
Reducing Trash and Recycling Expense for Retail Locations
Transferring Compactor Maintenance to a Service Vendor
Waste Service Efficiency and Compliance
Waste Evaluation and Right Sizing to Reduce Cost
Asset and Service Warranty Tracking and Management: More Fully Realizing the Value of Budget Expenditures
Conducting an Organized Meeting
Proactive Maintenance Scheduling and Delivery
Repair Reductions by Participating in Design and Construction Table
Streamlining the Store Closing Process
Achieving Process Improvement Through Onsite Assessment of KPIs
Forecasting a Maintenance and Repair Budget
How to Calculate Return on Investment
Tracking Finances for Facilities
Centralizing Vendor Training and Management
Creating a Service Vendor Call Center to Save End Users’ Money
Answering a Call Status Challenge with an IVR Solution
Communicating Product Recalls Using a CMMS-Inspired Module
Doing More with Less and Saving Money in the Process
Ensuring the Accuracy of Web-Based Maintenance Requests
Establishing an End to End Procure-to-Pay Process
Leveraging Existing Technologies to Provide Updated Process Improvements
Quality Management of Bundled Periodic Services
Reduced Dashboard Time at Supply Houses
Parking Lot Management
Creating Best-In-Class Snow and Ice Management White Paper
Energy Savings/HVAC Air Filter Bypass
Managing a Retail Lighting Retrofit Project – Bright Ways to Improve Your Lighting and Your Bottom Line!
Managing Energy Usage with Interval Meter Calibration
Navigating the Department of Energy’s Higher Efficiency Regulations
Supplier Insights into Competitive Sourcing White Paper
Testing HVAC System Options to Reduce Costs and Labor
Understanding Retail Facilities Sourcing White Paper
Glossary of Acronyms and Terms

PRSM 2012 Best Practices