fact-based management Creating T There’s a lot of talk about it, and even some initiatives to define a cleaning standard; and that’s an extraordinary challenge. Don’t get me wrong, defining standards is a good idea. And, there are three concepts that this initiative might add to their deliberations: Dr. Deming’s quality concepts, the stan-dard continuum idea and the common standard. Eliminate slogans, exhortations and tar-gets for the workforce. Deming’s point 11 Eliminate numerical quotas for the work-force and numerical goals for management. It’s not a far stretch to view targets, quotas or goals in the context of numerical standards. This is particularly true for the emerging science of measurement of cleaning effica-cy, such as using adenosine triphosphate (ATP) meters, particle counters, volatile organic compound (VOC) readings and more. While targets are worthwhile, Deming’s view is that these numerical targets can create a barrier to improving performance beyond the standard. From his perspective, it creates the man-agement attitude that “once the standard is reached, we’re done.” This is an idea that those developing a standard might consider. Will the standard become a barrier to further progress? By: Vince Elliott A Cleaning Standard Some in the JanSan industry are pushing for a comprehensive cleaning standard. Financials Customers Visual appearance Contamination levels. The strategies for measuring in these categories are extensive and not all are understood or used. Deming’s 14 Points 1. Create constancy of purpose towards improvement 2. Adopt the new philosophy 3. Cease dependence on inspection 4. Move towards a single supplier for any one item 5. Improve constantly and forever. 6. Institute training on the job 7. Institute leadership 8. Drive out fear 9. Break down barriers between departments 10. Eliminate slogans, exhortations and targets 11. Eliminate numerical quotas and goals 12. Remove barriers to pride of workmanship 13. Institute education and self-improvement 14. The transformation is everyone’s job. Check in next month for the conclusion of “Creating A Cleaning Standard.” CM Vincent F. Elliott is the founder, president and chief executive officer (CEO) of Elliott Affiliates Ltd. of Hunt Valley, Maryland. For more information, visit www.ealtd.com. He is widely recognized as the leading authority in the design and utilization of best practice, performance-driven techniques for janitorial outsourcing and ongoing management. www.cmmonline.com Standards Become Limitations If you’re familiar with the founding concepts of quality measurement and management, then you’ve heard of W. Edward Deming, the father of the U.S. quality movement. Dr. Deming was an early pioneer in cre-ating the Japanese quality movement and, in recognition of his impact on that country, they created the Deming Prize for those companies that have achieved extraordi-nary quality in the delivery of services and the production of products. He is well-known for his 14 points for quality. These points form the basis for creating and delivering amazing quality. The American Society of Quality (ASQ) went on to establish the American Quality Award, known as the Malcolm Baldrige National Quality Award. Deming’s contribution is evident, even in this American Quality Award model. Deming’s 14 points are a valuable refer-ence when trying to create standards of any kind, even for cleaning. His points 10 and 11 are relevant for those narrowly focused on creating the best of the best cleaning standard. Deming’s point 10 The Standard Continuum There might be a trap in thinking that there is one grand definition that is the one and only best standard. And, this may or may not be true. It is difficult to subscribe to the notion that there is one standard metric that does it all. Rather, my sense is that all standards are tied to some kind of measurable verifi-cation and that these measures are tied to the measurement strategy adopted. There could be four or more catego-ries of measurement as a basis for set-ting standards: 45
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