Detail-oriented janitorial services for businesses and laboratories.
The United States Air Force in the mid seventies realized that the Government was spending more time inspecting the work of their service contractors than the service contractors were spending to accomplish the tasks of the contract. Steps were taken to remedy this.
Our company’s inspection system, which we have termed, “Self-Policing Quality Control System (SPQCS), developed as our company took on more contracts than direct labor by the owners were able to accomplish. At first, we hired an employee to work with each owner. The owner and one employee worked within 15 feet of each other the entire shift. This afforded the company one-on-one supervision and training of the employee. Because of this 15-foot owner proximity to the employee, coupled with active owner proximity to the facility receiving the labor, the owner was able to continuously inspect the employee’s work results. At the same time, the employee was trained to inspect the owners work results. This inspection system amounts to a double one-on-one inspection system. The division of tasks was devised for sequential foot and eyesight coverage of the task areas of the facility. The lead employee performs all tasks not relating to floor work. The follow employee performs only tasks related to floor work, and follows behind the lead picking up whatever debris the lead may move from a high surface area, such as punch dots from a desk, to the low surface area, the floor. The follow employee’s eyes are mostly trained downward toward the floor where easy detection of a missed trash container by the lead employee would appear. Usually the lineal path of the two workers consists of a spiral working from the outside area toward the center. The lead employee turns the lights on, and the follow employee turns the lights off. Both workers enter the work area together and leave the work area together. Upon leaving, the lead employee retraces the cleaning path looking for deficiencies in the floor work performed by the follow employee as well as looking for deficiencies in the lead employee’s work from a different angle than that allowed during the actual performance of the task.
When our company acquired more contract work than two owners and two employees could perform, we contrived 50 percent of our work force as surrogate owners complete with artificial owner’s interest. We did this by promoting our most productive lead employees to salaried working managers. The salaried pay averaged one and a half to two times the wage rate of the follow employees. The lead employees were given power to recommend wage increases for the follow employee, or termination of the follow employee. The lead employee was now accountable to the owners for the performance of the lead employee and the follow employee working with the lead employee. Our company was able to maintain one-on-one supervision, training, and instantaneous inspection and correction of deficiencies (SPQCS).
Below photos show Annual Glitzkrieg at Rocky Mountain Laboratories in Hamilton, Montana from 1988 through 2003.
Additional photos show the "Scientist Chair" designed by John Larson, Janitor/Owner of Corners and Edges, Inc. (CEI)
http://www.google.com/patents/US5330254 - and the Laboratory Chair http://www.google.com/patents/US6196631