TRANSPORT CLEANING
and adaptable to make it work in transport,” he said.
“That’s where detailed knowledge of the sector comes in. It’s not only a broad knowledge of transport that’s needed, it’s the intricate details that make aviation completely different from rail or maritime. There are no shortcuts to gaining this knowledge; it can only be developed through our experience in training our sector specialists on the ground specifically in Lean principles.”
Once you have the right team onsite, there are four key stages in developing a lean strategy for the client:
1
GATHERING THE RIGHT DATA Before going into any contract,
you need to have real-time data on everything that will impact on the cleaning operation. Detailed scenario planning is vital in an industry where the horizon can change quickly and without warning.
Bespoke IT software is often used to identify critical tasks and that data – along with the requirements of the customer – is then used by trained people to create the optimum workflow. This is where detailed knowledge of the sector comes into play. For example, getting an operative from A to B may take three minutes in a train terminal, but if that operative is in an airport that time will be doubled if they need to go through the security gates. As a result, airside teams’ work needs to be structured differently to make sure that they don’t continuously have to go through the security gates.
2
WORKING CLOSELY WITH SUPPLIERS
Implementing a fully-integrated Lean approach starts with the suppliers. Standardising the products used on- site not only controls costs, but also ensures a consistently high level of service delivery. Choosing the right supplier for each client is a two-way process which is why having a close relationship is so important. The passenger experience is the ultimate measure of success within the transport sector and so FM providers are always looking at new ways to provide a better service.
www.tomorrowscleaning.com Tomorrow’s Cleaning January 2016 | 47
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