PROPOSAL FOR STREAMLINING ENVIRONMENTAL SERVICE PROCESSES AT UAMS AHECS A Vision for UAMS

Submitted By: Sherie Brown, Director & Mario D. Wallace, Assistant Director

November 9, 2011
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Table of Contents
Purpose .3 History . 3-5 Introduction .5 Problem Statement ......5-6 Problem Solution .....6 Project management ...7-8 Conclusion ....9 References ....10 Appendix A
I. Budget Justification

Appendix B
II. III. IV. Four Phase Transition/Training Modules Service Level Agreement Survey Auto mailer

Appendix C
I. II. III. Two Photos Memo for Texarkana AHEC Email correspondence from Texarkana AHEC

Purpose
Campus Environmental Services (Campus EVS) proposes to streamline housekeeping processes throughout the AHECS. There will be a four phase transition before the streamlining process is completed (see Appendix B). This proposal discusses only phase onethe implementation of the Customer Satisfaction Program (CSP). The CSP examines hygienic performances and offers opportunities for establishing levels of cleanliness, customer relations, customer buy-ins, effective training programs, and benchmarking.

History
Two years ago, Mark Kennaday, the Vice Chancellor of Campus Operations, implemented an initiative titled Process Realignment. The initiative challenged directors within Campus Operations Division to examine their existing processes and services and to make pivotal realignments in which their processes and services became customer-focused. Mr. Kennaday introduced his division to customer satisfaction driven processes with hints of Six Sigma applications. According to Hallowell, The service management literature argues that customer satisfaction is the result of a customers perception of the value received (Hallowell, 1996, p.29). Mr. Kennadays concept of Process Realignment included three factors: 1. Realign processes and services for greater efficiency and customer-focused outcomes, 2. Develop tools for recording customers comments, metrics, and 3. Create a database for recording and measuring customer scores. The realignment of efficient, customer-focused services developed when we discussed area specific duties, schedules, and service levels with customers. For example, before we developed cleaning schedules for areas, we met with customers and discussed Service Level Agreements (SLAs) (see Appendix B). We wanted to assure that our services were customer-focused. After the meetings, we drafted the area specific agreements, had the customer sign them. We have completed at least 70% of all of our SLAs for our areas of coverage. Excel Spreadsheets were designed as tools for recording customers comments and metric outcomes. We used Excel Spreadsheets to collect and record data for at least 6 months. This was a tedious task with lots of manual implications. But this process was essential to the Process Realignment. Our Excel Spreadsheets were designed with three sections: (1) categories for cleanliness, (2) a rating scale, and (3) an area comments. After collecting 6 months of data, we had reached the final phase of the Process Realignment: the creation of a database for analyzing and interpreting data. The creation of the database was the most challenging phase of the Process Realignment. We had to create a database that could incorporate existing data and record and score incoming data (see Figure 1 below). First, we met with Technology Service and Support (TSS) personnel from the Telecommunication Department and shared our data collection. Our initial meeting with TSS was met with uncertainty due to uncharted territory. We were advised to make modification of our rating scale and categories. After we made the modification, the database was created within weeks and ready for launch. Next, we took the recorded data that we had collected for 6 months and 3

incorporated it into a database (see Figure 2 below). We titled the database Campus Service Operations Management. The title fits perfectly with our mode of operation. Field boxes for Customers inserting information is information inside of database

Figure 1

Rating scale from 1 to 5

Figure 2

The colorful bars in Figure 2 represent 8 categories: (1) dusting, (2) disinfecting, (3) restrooms, and (5) trash removal, (6) timely, (7) efficient, and (8) courtesy. Each category has a rating from one to five on the axis; five is the highest score. We use the data for assessing the housekeeping personnels job performances and for developing training opportunities. After piloting CSP for two years and witnessing how it has positively changed the culture at UAMS, we would like to share this great opportunity with the AHECS thereby eliminating a continued outlying of processes and procedural differences.

Introduction
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Why does UAMS--the pillar of Arkansas-- consider only Press Ganey results and not in-house customer satisfaction results when evaluating customer satisfaction throughout UAMS? Why doesnt UAMS consider housekeeping personnel performances when evaluating shared commitment to efficient, high quality, and patient-centered care? Housekeepers are the vice generates of UAMS; they are the initial point of contact and ending point of contact for faculty, employees, visitors, and patients. Thus, their performances should be rated to assess their dedication and commitment to keeping their work-environment sanitary. We want to examine and survey the performances of housekeeping personnel at the AHECS just as we do the housekeeping personnels performances at the main campus. We want to use the surveys for benchmark trending and streamlining information for annual reports, process improvements, and training opportunities. We plan to do this by implementing our CSP. This concept is not an independent goal or a long shot. In fact, it directly correlates with Goal 5 of UAMS 2020 Vision. According to Goal 5, Support the talent-rich environment at UAMS through employee support programs, enhanced organizational communication, and employee development (Cabinet, 2011). We want to implement our CSP to promote stronger campus wide and inter-unit communication, to offer training programs to support employee development and advancement, to improve positive employee health measures, and to determine employee satisfaction scores (Cabinet, 2011). This proposal discusses why our CSP should be implemented at the AHECS.

Problem Statement
Presently, the in-sourced and out-sourced housekeeping personnel at the AHECS operate as independent contractors. They have no unified standard guidelines for operations; they have no tracking mechanism that documents and measures customer satisfaction scores; they have no real benchmarking component or concept of customer-focused and valued services. According to Athanassoppulos, Customer satisfaction is recognized as being highly associated with value and. . . is based, conceptually, on the amalgamation of service quality attributes with such attributes as price (Athanassopoulos, 2000, p. 192). The housekeeping personnels level of cleanliness is not measured by a set of nation effective formulas such as APPA Metrics or by customer satisfaction results. Their level of cleanliness is measured by internally processes. The training program and operational procedures of housekeeping personnel at the AHECS are not governed by a set of corporate standard guidelines or procedures; they are established by independent, small business practices. They do not develop training programs based on customer satisfaction surveyed data and scores; they develop training programs based on only internal evaluations. Thus, how can we officially say that the housekeeping personnel at the AHECS services are relative to their customers perspectives? UAMS is entrusted to assure that patient health care and sanitary needs are met according to federal and state agency guidelines and customers perspectives; how are we officially measuring the performances of the housekeeping personnel at the AHECS?

Problem Solution
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Our mission is to provide high standards of hygienic services for optimal conditions for faculty, employees, visitors, and patients who frequent the main campus of UAMS and its AHEC campuses. This mission can only be achieved through implementing our CSP. Our CSP is the solution for managing housekeeping personnels performances and customer scores, developing effective training programs, benchmarking trends, and streamlining annual reports and reviews for the AHECS. Our CSP has a database component that includes embedded complex formulas that determine statistical data and present it in content information and/or graphical images. This data is analyzed and interpreted by trained managers who use it to develop quick solutions for optimal outcomes. According to Raisinghani, An extensive set of rigorous tools, uncompromising use of statistical and advanced mathematical tools, and a well-defined methodology that produces significant results quickly. The success of this methodology within an organization has significant momentum that can only lead to fundamental, organizational cultural transformation (Raisinghani, 2005, p 491). Our plan is to realign AHECSs housekeeping personnels approach from not only an internal perspective, but also make it customer-focused. We will establish a unified standard approach to hygienic performances across the board; this will be essential for a successful customer-driven campaign. The following personnel will benefit from the unified efforts: Chancellor Rhan Mark Kennaday, Vice Chancellor of Operations Sterling Moore, Vice Chancellor of AHECS Betty Coombs Cohen, Director, Division of CE/CME Campus EVS Administrative Staff EVS personnel at the AHECS Customers at the AHECS

The proposed project is comprised of five steps. Steps one and two have been completed; steps three thru five are still in process. The steps are as follows: 1. Step 1: Propose streamlining opportunities to Vice Chancellor of AHECS, 2. Step 2: Develop training modules for training administrative specialist and housekeeping personnel, 3. Step 3: Develop teleconferencing training modules and train Administrative Specialist and housekeeping personnel how to complete the customer satisfaction survey, 4. Step 4: Manage CSP and identify training needs, and 5. Step 5: Train housekeeping personnel to meet the customers expectations.

Project Management
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Campus EVS project management plan is detailed and organized. We plan to manage the CSP for optimal performances. The project management plan includes: One part-time associate who will manage the duties in bulleted list below that is represented by asterisks. Other duties in the list below will be managed by Campus EVSs administrative staff. The part-time personnels salary will be absorbed within our budget. Email monthly Routine Cleaning Survey to customers,* Manage Campus Service Operations Management Database,* Email auto mailers to housekeeping management (see Appendix B),* Address customer concerns; reply to customers comments and scores,* Manage SharePoint (post documents such as SLAs/SOPs for AHECS),* Make Cold Calls to customers who do not complete surveys,* Develop training opportunities for housekeeping personnel based on survey scores, Make recommendation for outsourced contracts, and Generate monthly/quarterly/annual CSP Report.*

Our goal is to efficiently manage the CSP and produce outstanding results that will be shared with all parties who will benefit from the program. We take pride in our ability to ensure that customer satisfaction results are the focal point of our managements decorum. Organization Chart: Our Organization Chart is the central point of focus for our success in the business of environmental services. We accept our positions with great regard and work as a cohesive team to assure that successful outcomes are rendered.

Figure 3

Sherie Brown, the Director 7

Sherie Brown has been an employee at UAMS for 5 years. She has 15 years of management experience the profession of environmental services. She began as a Training Guru for the Southern region Crothall in which she mastered effective training protocols and was promoted to the Assistant Director with Crothall and later the Director of Campus Environmental Services Department. Today, she oversees a budget of 1.5 million dollars and leads a department of 100 employees, an assistant director, an operations manager, and a training specialist. Her management reign covers more than 2.7 million square feet of cleanable space. She graduates from Leadership Institute in December 2011. Mario Wallace, Assistant Director Mario Wallace has over 17 years of management experience, 8 years has been in the profession of environmental services. He was the forerunner for the CSP. He has developed several employee programs such as Blazing Star, Positive Defiance, and the Career Path Walk. Within three years in Campus EVS, he has been promoted twice. In 2008, he was hired as the Trainer Specialist/Supervisor. Next, he became the Operations Manager; and finally, he was promoted to Assistant Director. He is driven by innovation and problem solving solutions. He directly supervises the Operations Manager and the Training Specialist. He graduated from Leadership Essentials in December 2009 and Leadership Institute in December 2010. In addition, Mr. Wallace initiated the concept of streamlining process with the AHECS (see Appendix C). He has streamlined all of the housekeeping processes at Texarkana AHEC facility. Michael Thomas, Operations Manager Michael Thomas has 10 years of management experience. He is a self-motivated problem solver who has a solid reputation for working effectively with internal and external clients to achieve a desired outcome. His specialties include customer service management, inventory management and forecasting, client relationship management, training and development, revenue enhancement, brand management, and call center operations. His primary role is to oversee the daily operations of the department. He directly supervises 6 supervisors who manage 2.7 million square feet of area coverage. His drafts SLAs and SOPs and assures that they are managed for optimal success. He graduated for Leadership Essentials in December 2011. Stacey Ellison, Training Specialist Stacey Ellison has 10 years of training groups of 6-27 with 5+ years in training and course development, delivering training, designing and writing courses, leading teams of trainers, and directing initiatives. A proven track record of significant improvements in learning processes, productivity, quality, and customer satisfaction while reducing costs, lowering turnover, and maintaining a positive work environment. She has developed and implemented a training program with the department. She graduates from Leadership Essentials, December 2011.

Conclusion
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Campus EVSs mission is to provide high standards of hygienic service for optimal conditions at UAMS main campus and its AHECS. This mission has been achieved at the main campus through our CSP. We want to offer this service to the housekeeping personnel and customers at the AHECS. We know that with all changes comes defiance, and we know that change is essential for growth. We have a proven process that renders successful results and that can transform UAMS housekeeping services to the next level.

References
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Athanassopoulos, A. D. (2000). Customer Satisfaction Cues to Support Market Segmentation and Explain Switching Behavior. Journal of Business Research, 47, 191-207. Cabinet, C. (2011). 2020 Vision UAMS Health Care Leadership for Arkansas. Little Rock: University of Arkansas for Medical Science. Hallowell, R. (1996). The relationships of customer satisfaction, customer loyality, and profitability: an empirical study. International Journal of Service, 7(4), 27-42. Raisinghani, M. S. (2005). Six Sigma: concepts, tools, and applications. Industrial Management & Data System, 105(4), 491-505.

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