Our definition of quality is based on proven concepts developed by “quality experts”.
 Our sales concepts and management concept are completely interwoven with our TQM System in order to commit all available resources to our client’s facilities.  The following TQM principles are applied in every aspect of our operations:

Determinants of Service Quality [1]


1.  Reliability: Consistency of performance and dependability. Many of the factors promoting  reliability are common to overall success. We employ back up systems and personnel to insure that an adequate supply of workers are available to complete the job.


2.        Responsiveness: Willingness and readiness to perform services. Our managers, supervisors and all personnel are encouraged to work under a “spirit of service”. We understand that our customer’s would not need our service, if they never had problems. We teach our personnel to understand and appreciate the term “job security”. 


3.        Competence: Possession of skills and knowledge to perform. Our management team benefits from some of the most knowledgeable resources in the business. Our cleaning experience is unsurpassed! We are confident that there is no cleaning situation that we cannot manage!


4.        Understanding: Knowing the customer's needs and requirements. We know how to listen.


5.        Access: Approachability and ease of access to management. As owner managers Bobby Blain and Scott Patterson interact daily with customers and operations. We return phone calls.


6.        Communication:   Providing the customer with effective information. We retrieve a huge amount of information from our operations’ personnel. We have a number of effective means for passing this information on to our customers.


7.        Courtesy:  Friendliness of personnel and ownership. We know how to handle complaints. We strive to be “peacemakers not troublemakers”. We find answers, not excuses.


8.        Credibility:  Trust and personal characteristics of personnel. We have experienced recruiters who ask pertinent questions, check references and conduct background checks on all new hires.


9.        Security:  Safety, financial security, and confidentiality.


10.    Tangibles: Physical evidence of service. Reports, inspections. . We want our customers to know what we are doing for them, so we have a very elaborate communications system that includes: a bar code inspection program, a verbal report translatable into E-mail (for an early morning breakdown of evening activity), and a computerized schedule process, so that our customers know when to expect specific work items.


According to surveys customers expect quality to be served at three distinct levels.

 Customer Performance Levels[2] “We can do what we say!”


1.       The implicit  or  “expected “ level of cleaning must be determined at the point of sale. Indeed, within our system “Quality begins at the point of sale”! An accurate assessment and bid are an absolute necessity. We are among the most experienced janitorial bid constructors in the nation. We use a custom designed, experience based spreadsheet to prepare all bids. Mr. Blain has consulted on large bids throughout the country. (Most recently for the Austin Bergstrom International Airport).


2.      Explicit  or negotiated value extras, require the experience of a highly professional bidder. You can trust our company to recommend   only those services that are beneficial to the building o3. Latent: Unexpected service and performance.


3.      Providing latent, unexpected service or performance is a main goal of our companies. We want long term relationships with few complaints, and we are willing to spend the time and money necessary to insure those characteristics.


Response to Complaints[3] “We want to be part of the solution, not part of the problem.”


1.      When corrective actions do not meet customers expectations (the problem is exacerbated.) We make our customers feel comfortable when they are making us aware of a problem. We strive not to be defensive. We want to be problem solvers not problems.


2.        Corrective actions must meet the customer’s expectations so (the problem is neutralized.)


3.      Corrective actions should exceed customer expectations so that (the problem is converted into a positive experience.) Our main goal is to exceed customer expectations at every location.

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This Page was last updated 9/12/00

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[1]V. A. Zeithaml, L.L. Berry, and P. Parasuraman, "Quality Counts in Service, Too," Business Horizons 28, (1985.)

[2]B. Zions, The Quality Network, (1990)

[3]John A. Goodman, "The Nature of Satisfaction" ASQC National Quality Forum, NY, (1988)