Workloading Guidebook 2012 - Massco Maintenance … · 2014-06-12 · Workloading Guidebook 2012 ....

Workloading Guidebook 2012

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Disclaimer/Warning

All production rates, cost figures, and other data used in this program represent our best efforts to provide data and information for illustrative purposes. Production rates and the resulting workload are subject to a multitude of variables that are unique to each user and facility. Thus, it is recommended that the user develop individual production rates. All production rates, measurements, and calculations are the sole responsibility of the user of this guidebook. It is the user's responsibility to verify the accuracy of all information before using it. The ISSA, the authors, and the American Institute for Cleaning Sciences assume no responsibility for the accuracy of your projections. The ISSA, the authors, and the American Institute for Cleaning make no representations as to your ability to accurately estimate staffing requirements using this product. Accordingly, they shall not be liable for any errors or omissions contained herein, nor for the results obtained.

The Smart Staffing Bidding and Estimating Guidebook assists organizations in meeting the requirements for CIMS certification.

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About the Authors

David Frank

Dave is founder and president of the American Institute for Cleaning Sciences (AICS). As an independent third-party accreditation organization, AICS has established standards to quantify and raise professional performance within the cleaning industry since 2003. In cooperation with the ISSA, AICS administered the first Cleaning Industry Management Standard (CIMS) and certification program in 2005, which has already become an industry benchmark.

Through public speaking, development of educational conferences and seminars, and committee membership, Dave’s platform for environmental responsibility empowers businesses, educational institutions, and manufacturers to attain sustainability goals using scientifically-proven, earth-friendly methods and products. Dave’s expertise covers a broad spectrum: Committee member (Carpet & Rug Institute); establishes indoor air quality standards and

certification protocols for commercial vacuums. Lecturer (ISSA, IFMA, USGBC, and APPA) on topics including green issues in the cleaning

industry, healthy building design, and sustainable cleaning programs. Advisor to facility service providers, property managers, universities, building service

contractors, and manufacturers and distributors in the sanitary supply industry. Creates and customizes environmental marketing campaigns to promote green cleaning and

sustainability. Co-author of EcoSmart™ green cleaning software designed to dollarize the impact of

implementation and budgeting.

Dave promotes the necessity of solid green policies and the value of cleaning for health rather than appearance, and implements quality management systems. James Peduto, Esq., CBSE

James is a highly sought industry expert who specializes in quality assurance, workloading, staffing, benchmarking, and process improvement. He works with facility managers, in-house organizations, and cleaning contractors to improve operations and deliver measurable performance gains. James earned Phi Beta Kappa honors at Bucknell University. Following graduation from Villanova Law School and admission to the New York State and District of Columbia Bars, James practiced labor law before moving to Roberts Maintenance Supply. James founded Matrix Integrated Facility Management in 1996 and co-founded the American Institute for Cleaning Sciences (AICS) in 2000. He works with facility departments, contractors, and procurement executives to improve operations and deliver measurable performance gains. Recently, James authored and developed ISSA's revolutionary workloading software, InfoClean. InfoClean is an intuitive and amazingly powerful program that strips away complexity and simplifies workloading. James was also a chief facilitator of the Cleaning Industry Management

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Standard (CIMS) and is one of the industry’s top authorities on the use of standards to drive service improvements. When he is not on the road coaching manufacturers and end-user organizations, James can be found developing RFPs, facility master plans, and training programs. Clients enjoy his uniquely practical approach and “real-life” solutions. James’s combination of technical, legal, and industry expertise provides a strong balance of practical and strategic thinking.

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SmartStaffing Table of Contents

Introduction ................................................................................................................................... 1 SmartStaffing Overview ............................................................................................................... 2

1. Measure the Building ........................................................................................................... 2 2. Develop a Scope of Work ..................................................................................................... 2 3. Apply Production Rates ....................................................................................................... 2 4. Complete a Labor Cost Analysis.......................................................................................... 2

Measuring Your Building............................................................................................................. 3 Gross Square Feet versus Cleanable Square Feet ..................................................................... 3

Gross Square Feet (Gross Area) ............................................................................................. 3 Cleanable Area (Net Cleanable Area) ..................................................................................... 3 Estimating Cleanable Area ..................................................................................................... 3

Industry Measurement Standards ............................................................................................... 3 How to Measure .......................................................................................................................... 4

1. Physical Measurement ..................................................................................................... 4 2. Blueprints ......................................................................................................................... 4 3. Computer-Aided Design (CAD) ...................................................................................... 5

Using a Worksheet ...................................................................................................................... 5 Area Types .............................................................................................................................. 5 Description .............................................................................................................................. 6 Floor Type ............................................................................................................................... 6 Length/Width .......................................................................................................................... 6 Total Square Feet .................................................................................................................... 6 Notes ....................................................................................................................................... 6 Example Building Take-Off ................................................................................................... 6

Scope of Work ............................................................................................................................... 9 What Is a Scope of Work? ........................................................................................................... 9 What Is Important When Writing a Scope? ................................................................................ 9 Scope Development ..................................................................................................................... 9

1. Divide the building into areas .......................................................................................... 9 2. Assign tasks to each area ............................................................................................... 10 3. Establish task frequencies .............................................................................................. 10

Value of Frequencies in the Budgeting Process ....................................................................... 12 Production Rates ......................................................................................................................... 14

What Is a Production Rate? ...................................................................................................... 14 Types of Production Rates ........................................................................................................ 14

1. Per Item .......................................................................................................................... 14 2. Task-based ..................................................................................................................... 14 3. Unit Groups .................................................................................................................... 14 4. Per Worker Hour ............................................................................................................ 15 Production Rate Type Comparison ....................................................................................... 15

Building Variables .................................................................................................................... 15 Building Classes........................................................................................................................ 16 Metropolitan Base Definitions .................................................................................................. 16

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Class A .................................................................................................................................. 16 Class B .................................................................................................................................. 16 Class C .................................................................................................................................. 16

Sources of Production Rates ..................................................................................................... 17 ISSA ...................................................................................................................................... 17 APPA .................................................................................................................................... 17 BSCAI ................................................................................................................................... 17 BOMA................................................................................................................................... 17

How to Perform a Time Study ................................................................................................... 18 1. Choose a Task ................................................................................................................ 18 2. Measure the Area ........................................................................................................... 18 3. Note Building Variables ................................................................................................ 18 4. Observe and Record ....................................................................................................... 18 5. Average the Rates .......................................................................................................... 18 6. Adjust for Variables ....................................................................................................... 18 7. Fine-tune Your Rates ..................................................................................................... 19 Time Study Example............................................................................................................. 19

Applying Production Rates (Workloading) ............................................................................... 19 Overview of How to Calculate Annual Hours ...................................................................... 19 Translating Annual Hours into Staff Positions ..................................................................... 20 Non-Cleaning Tasks.............................................................................................................. 21 Vacations, Holidays, Sick Time and Paid Time Off ............................................................. 21

Job Costing .................................................................................................................................. 23 Labor Cost ................................................................................................................................ 23

Payroll ................................................................................................................................... 23 Labor Burden ........................................................................................................................ 23

Supply and Equipment Costs .................................................................................................... 24 Chemical and Supply Cost .................................................................................................... 24 Paper and Consumable Estimates ......................................................................................... 24 Equipment Costs ................................................................................................................... 25

Direct Job Costs ........................................................................................................................ 26 Recruiting .............................................................................................................................. 26 Background Checks .............................................................................................................. 26 Drug and Alcohol Screening ................................................................................................. 26 Uniforms and Laundry .......................................................................................................... 26 Badges ................................................................................................................................... 26 Vehicle Expenses .................................................................................................................. 26 Subcontractor Expense .......................................................................................................... 26 Telephones ............................................................................................................................ 26 Computer Expense ................................................................................................................ 26 Health and Welfare for Supervisors ...................................................................................... 26 Training ................................................................................................................................. 26 Travel and Lodging Expense ................................................................................................ 26

Indirect Costs ............................................................................................................................ 26 Profit ......................................................................................................................................... 26

Using Software to Simplify the Process .................................................................................... 27

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SmartStaffing and CIMS ........................................................................................................... 28 Glossary ....................................................................................................................................... 29 Appendix A: Data Collection Form........................................................................................... 34 Appendix B: Time Equivalents in Worker Hours ................................................................... 35 Appendix C: Workloading Example ......................................................................................... 36

Scope of Work ........................................................................................................................... 36 Frequency Chart .................................................................................................................... 36 Area Classification, Cleaning Tasks, & Frequencies ............................................................ 36

Job Worksheets ......................................................................................................................... 39 Staffing Hours Summary Worksheet ......................................................................................... 43 Cost Summary Sheet ................................................................................................................. 44

Bibliography ................................................................................................................................ 45 Index ............................................................................................................................................. 46 List of Tables ............................................................................................................................... 47 List of Figures .............................................................................................................................. 47

ISSA Smart Staffing Bidding and Estimating Guidebook

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Introduction Whether you manage an in-house operation or contract for services, determining the number of labor hours needed to maintain your facility is ground zero. If you outsource, knowing the number of labor hours helps you determine whether the contractor is adequately staffed and helps you evaluate contractor proposals. If you are an in-house operation, knowing the correct staffing level at a given service level is the key to effective management. For facility management professionals, determining the number of labor hours needed to staff a facility can be likened to a high-wire balancing act. A bid too far to the right or left of middle ground can spell disaster. Just as the high-wire performer carries a pole for balance, facility management professionals need a tool to balance profitability with competitiveness. Many people in our industry believe that they can walk into a facility and, using years of experience, quickly determine how many hours are needed to clean the building. Another common technique -- dividing the number of square feet by a "theoretical productivity rate" -- may occasionally produce a correct number, but it is often inaccurate. Workloading is the only reliable method of determining how many service hours are needed for your building. Workloading answers the question, “How long should it take to clean my building?” By systematically applying time standards to each task and area within a facility, workloading embodies the cliché, “time is money.” It is the realization that every task takes time, and it “dollarizes” that time.


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SmartStaffing Overview This book provides a useable framework to simplify the workloading process and assist you in determining whether you have the “right” staffing level. Many people in our industry believe that they can walk into a facility and, using their experience, quickly determine how many hours or employees are needed to clean the building. This guesswork is not a reliable or an accurate method for developing a staffing plan. Neither is relying on the way you’ve always staffed the building. Even if you do produce estimates that appear correct, your figures cannot be relied on or defended because they are not data driven. Before you do anything, you will need to forget about everything. Forget about your head count, labor hours, and the scope of work. The starting point for a “zero-based” plan is a blank sheet of paper. Your numbers may have relevance later, but right now you need to start with a clean slate. Compiling information about your facility can be very confusing, so your job will be far easier if you are organized. The key is to break your building into areas that are cleaned the same way. Your area list will be unique to your building. Some of the most common area types are general offices, executive offices, classrooms, patient rooms, break rooms, cafeterias, restrooms, lobbies, entrances, stairwells, elevators, and labs. SmartStaffing is a four-step process:

1. Measure the Building

You need to determine the amount of cleanable space that each area comprises. Note that you need to know the amount of cleanable, as opposed to gross, square feet. The process of measuring your building is referred to as conducting a space inventory.

2. Develop a Scope of Work

Your business is all about service. Assuming effective management, the service level that you deliver or receive is almost entirely a function of labor hours. Labor hours are dictated by the scope of work. You deliver a service, and the scope of work defines that service.

3. Apply Production Rates

Once you have a scope of work, you need to determine how long it will take to complete the work. You will apply production rates to each area in order to determine how many labor hours are needed to clean that area. Your goal is to generate predictable and reproducible times needed to complete the necessary tasks at an acceptable quality level.

4. Complete a Labor Cost Analysis

Having determined the number of labor hours needed, the next step is to calculate your labor cost. Then you will add a labor burden to the labor cost, and the final result will be your burdened labor cost.


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Measuring Your Building Conducting a space inventory to determine the number of cleanable square feet is the foundation for all of your staffing and costing efforts. Remember that you will be applying production rates to the entire area that will be cleaned, so accurate calculation of the building’s net cleanable area is essential. The first challenge that you will face is to clearly define what you will be measuring. Although there are industry-specific definitions, too few cleaning professionals are familiar with them. Some calculate gross square footage while others focus on net or cleanable square feet. Commercial offices tend to focus on “rentable” or “usable” square footage. The bottom line is that the calculation of cleanable square footage can vary widely, so you need to have a precise definition of what is “cleanable.”

Gross Square Feet versus Cleanable Square Feet

Gross Square Feet (Gross Area) Gross square feet refers to the total “constructed area” of a building. It is obtained by measuring the outside surface of the exterior walls. It excludes atrium openings in floor plans. Gross Area should not be confused with Cleanable Area.

Cleanable Area (Net Cleanable Area) Cleanable Area is defined as the area that is cleaned by the custodial staff. It typically includes the surface areas of floors, restrooms, carpets, lobbies, and other areas in the facility that require cleaning in order to maintain sanitary conditions and a defined appearance level. The net cleanable area excludes areas such as elevator shafts, mechanical rooms, and storage rooms that are not cleanable. It is important to note that it does not necessarily bear a relationship to other measures of floor area such as “usable area,” “total interior area,” or “rentable area.” Accurately determining the number of cleanable square feet that will be serviced is the foundation for your workloading and staffing calculations.

Estimating Cleanable Area FMLink Group, LLC recommends the following formula if you are unable to determine the cleanable area:

Cleanable Square Feet = Gross Square Feet minus walls (1.5% of gross square feet) minus non-cleanable areas (i.e., electrical closets, mechanical rooms, storage rooms) (FMLink Group, LLC, 2008).

Industry Measurement Standards

There are a number of industry-specific measurement standards that are used to measure space in a building.

The Building Owners and Managers Association International (BOMA) supports Standard Method for Measuring Floor Area in Office Buildings (ANSI/BOMA Z65.1), which is widely used for measuring leased office space in the United States outside the metropolitan areas of New York and Washington, D.C.

The International Facility Management Association (IFMA) endorses the Standard Classification for Building Area Measurement (ASTM E 1836-01), which is used for floor area measurements in facility management, occupant requirements, space planning, and strategic facility planning.


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The Real Estate Board of New York’s (REBNY) Standard is used to measure leased office space in the New York metropolitan area, including nearby parts of Connecticut and New Jersey.

The Greater Washington Commercial Association of Realtors (GWCAR) Standard is used to measure leased office space in the Washington, D.C., metropolitan area, including nearby parts of Maryland and Virginia.

BOMA Industrial Standard (ANSI/BOMA Z65.2) was released in October of 2004 by BOMA and the Society of Industrial and Office Realtors (SOIR) for measurement of industrial and warehouse properties.

Note that IFMA and BOMA recently published “A Unified Approach to Measuring Office Space.” The report outlines common definitions for floor area measurements along with major revisions to IFMA and BOMA’s respective area measurement standards. A working group has been appointed to develop common definitions. Ultimately, the common definitions will be incorporated into the standards that each organization supports.

How to Measure

The first step is to choose the right tool. You can physically measure, use to-scale drawings, or use CAD drawings to measure and categorize each area. The tool or combination of tools that you choose will be a function of the area that needs to be measured and the resources that are available. In many cases, a combination of tools works best. The larger the building, the more advantageous it is to use either blueprints or computer-aided design. Whichever method you choose, your objective is to determine the amount of space that needs to be cleaned and the type of floor surface for each classification (e.g., 15,000 square feet of carpeted general office space).

1. Physical Measurement Physically measuring a building is the most tedious and labor-intensive data collection technique. However, in many cases, accurate blueprints or computer-aided design drawings either are not current or are unavailable. Measuring wheels and lasers are relatively inexpensive and widely available. Both are easy to operate and can save a great deal of time. They also help ensure more consistent data collection.

Measuring Wheels Measuring wheels are useful for areas that are 40 feet or more in length. They are available with built-in calculators.

Lasers/Ultrasonic Distance Meters Laser and/or ultrasonic distance meters work well in a variety of applications. There is a wide range of models with entry-level devices (under $50) that are capable of measuring most rooms under 500 square feet. More expensive models tend to have greater ranges.

2. Blueprints Blueprints or scale drawings are often readily attainable. However, they frequently do not indicate surface type, so you may need to survey the site to identify the floor coverings. You should also verify that the drawings are current and accurately depict


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the areas to be cleaned by spot checking a few areas. Once you have confirmed that the drawings are drawn to scale and current, you can begin the “take-off” process.

Manual Take-Off Using a ruler with 1/16” markings and a calculator, you will measure each room and record the measurements on a data collection form similar to the one in Appendix A.

Digital Take-Off Digital take-off tools are ingenious portable systems devices that rapidly and accurately determine area from drawings of any scale and in common units of measure. Many devices are available with a computer interface that enables the information to be instantly transferred into a spreadsheet or your estimating program.

Two of the most commonly used digital take-off tools are the Scale Master II (Calculated Industries, Inc.) and the PlanWheel XLU2 (Scalex Corporation).

3. Computer-Aided Design (CAD) According to Wikipedia (Wikipedia contributors, 2008):

Computer-aided design (CAD) is the use of computer technology to aid in the design and especially the drafting (technical drawing and engineering drawing) of a part or product, including entire buildings.

CAD drawings are increasingly available. Keep in mind that there are a multitude of CAD programs and many of the file formats require that you own a copy of the program in order to open the file. In many cases, you can obtain a limited function viewer that enables you to open a file and perform basic tasks such as take-offs.

Using a Worksheet

Regardless of how you obtain the building’s measurements, you will need to record the information. A sample Data Collection Form is included in Appendix A and partially shown in Figure 1.

Figure 1: Data Collection Form

Let’s look at the information that you will collect on the form. Be sure to use consistent descriptions so that it is easy to subtotal your data.

Area Types The key to effective workloading is to break your building into areas that are cleaned the same way. While your area list will be unique to your building, some of the most common area types are general offices, executive offices, classrooms, patient rooms, break rooms, cafeterias, restrooms, lobbies, corridors, entrances, stairwells, elevators, and labs.


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Description Enter a brief description of the area to help you identify it. Using a room number or commonly recognized description is very useful (e.g., office 101 or 3rd floor men’s restroom).

Floor Type Floor care programs comprise a significant portion of the cleaning labor hours and thus have a major impact on the cost and quality of service. Record each area’s floor surface. If you are using a floor plan, it is very helpful to color code the areas by floor type.

Length/Width Enter the length and width of the area.

Total Square Feet Enter the total square feet for the area. Total square feet for an area is equal to its length times width. If an area is irregularly shaped, you will need to break it into smaller, easily measured pieces and then total the parts. Take care to avoid double counting.

Notes Use this section to note any unique characteristics that will impact the time that it will take to clean the area. Some of the most common variables include customer expectations, soil load, density, limited access, and special surfaces.

Example Building Take-Off Figure 1 is an example floor plan. The dimension of each area is indicated, and the various floor surfaces have been color coded.

Figure 2: Example Floor Plan-Summit Office Building


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Area Type Description Floor Surface L W Sq. Ft. Notes

Office Office 101 Carpet 19 12 228 Executive office

Break Room Employee Area VCT 20 18 318 High use

Entrance Entrance Marble 18 8 144 Impression area

Conference Room Main conference room Carpet 25 18 450 Low use

Corridor Corridor VCT 53 3 159

Office Office 102 Carpet 16 12 192

Office Office 103 VCT 17 12 204

Restroom Unisex Ceramic 7 6 42

A completed Data Collection Form (from Appendix A) would like this:

\ Note that the Break Room is 20’ long and 18’ wide (360 sq. ft.). However, the Restroom is 42 sq. ft. and must be deducted since it occupies a corner of the Break Room, leaving the Break Room with net cleanable area of 318 sq. ft. Note the use of consistent descriptions for the Area Types and Floor Surfaces. This will become quite important as you begin to work with the data. Entering the data into a spreadsheet or workloading program is the next step and will allow you to determine the size of each area and floor surface within each area by: 1. Sorting the building data, and 2. Subtotaling

Sorting the Data Sorting the data is a two-step process. First, sort by Area Type. Next, sort by Floor Surface. The sorted data is shown in Figure 3.

Figure 3: Sorted Building Data

Note that all similar Area Types are grouped together and Floor Surfaces are grouped within each Area Type. Now you are ready to subtotal the data.

Subtotaling the Data First, subtotal by Area Type. Next, subtotal by Floor Surface. The results are shown in Figure 4. Subtotaling enables you to easily determine each Area Type’s total square feet and the number of square feet of each Floor Surface within the area.


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Figure 4: Subtotaled Building Data

You now know that the building has 1,737 cleanable square feet. Note that the offices comprise 624 sq. ft., of which 420 sq. ft. are carpeted and 204 are VCT. This will be important later because the service requirements for carpeting and VCT are different. Table 1 summarizes the data by Area Type.

Table 1: Building Summary by Area Type

Area Type Sq. Ft.

Break Room Total 318

Conference Room Total 450

Corridor Total 159

Entrance Total 144

Offices-Carpeted Total 420

Offices-VCT Total 204

Restroom Total 42

Building Total 1,737

Having measured the building, you can now begin to develop a scope of work.


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Scope Task List Frequency

Scope of Work

What Is a Scope of Work?

A scope of work is a statement outlining the specific services a facility service provider or building service contractor is expected to perform, generally indicating the type, level, and quality of service, as well as a schedule for completion. It is analogous to a set of specifications. More specifically, a scope of work is a list of tasks that need to be completed and the frequency at which the tasks will be delivered.

What Is Important When Writing a Scope?

Remember that the scope of work that you prepare will become the basis for a service agreement. When drafting a scope:

Use industry-specific terminology: Whether you are preparing a request for proposal (RFP) or developing a scope for a prospective customer, the use of industry-specific terminology facilitates clear communication.

Provide accurate information: The scope of work forms the basis for determining how many labor hours will be needed and ultimately drives price. If the scope of work contains inaccuracies, then the price will likewise be inaccurate.

Provide enough information for detailed responses: The more information that you provide, the stronger the scope will be. When a scope lacks important information, those responding will tend to protect their interests by adding contingency factors (usually more labor).

Be realistic: The scope should strike an appropriate balance between cost and service. Avoid the temptation to create a “wish list.” Remember that every task adds costs. As the task list gets longer, the labor requirements increase and the cost escalates.

Scope Development

Developing a scope of work is a three-step process: 1. Divide the building into areas 2. Assign tasks to each area 3. Establish task frequencies The easiest way to manage the process is to work on one area at a time. Focusing on a single area helps you stay organized and reduces complexity in larger buildings.

1. Divide the building into areas If you measured the building using the procedure set forth above, you should already have your building divided into areas that are cleaned the same way. The data from the Summit Office Building measuring example is presented again in Table 2.


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Table 2: Building Summary by Area Type

Area Type Sq. Ft.

Break Room Total 318

Conference Room Total 450

Corridor Total 159

Entrance Total 144

Offices-Carpeted Total 420

Offices-VCT Total 204

Restroom Total 42

Building Total 1,737

2. Assign tasks to each area For each area identified in Table 2, you will assign tasks that need to be performed. The list should include enough tasks to maintain the area in a manner consistent with your expectations. A sample office area task list is shown in Table 3.

Table 3: Office Area Task List

Office Areas-Carpeted 420 Sq. Ft.

Remove all trash and replace soiled can liners

Vacuum carpeting using backpack vacuum with 14" tool

Dust all horizontal surfaces below 60” with duster

Remove spots on carpets

Spot wash walls, light switches, doors, etc.

Shampoo by extraction method all carpeting

3. Establish task frequencies Every task will have a frequency assigned to it. Be specific. Avoid the temptation to use “as needed,” “as required,” or other ambiguous phrases because they do not represent a meaningful frequency. Task frequencies will be higher in higher traffic areas. Likewise, frequencies tend to increase along with customer expectations. If budgets are tight, frequencies can be decreased. Task frequencies should be expressed numerically as the number of services per year. For example, a task that is performed one time per week has an annual frequency of 52 (1 time per week multiplied by 52 weeks per year equals 52 services per year). Table 4 lists the most common task frequencies.


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Office Areas - Carpeted 420 Sq. Ft.Services Per

Year

Remove all trash and replace soiled can liners 260

Vacuum carpeting using backpack vacuum with 14" tool 260

Dust all horizontal surfaces below 60” with duster 52

Remove spots on carpets 52

Spot wash walls, light switches, doors, etc. 104

Shampoo by extraction method all carpeting 4

Office Areas - VCT 204 Sq. Ft.Services Per

Year


Dust mop all flooring 260

Damp mop all flooring 260

Dust all horizontal surfaces below 60" with duster 52

Spray buff floors 52

Spot wash walls, light switches, doors, etc 104

Scrub and recoat VCT flooring (2 coats) 3

Strip and recoat VCT flooring (5 coats) 1

Table 4: Common Task Frequencies

Task Frequency Services

per Year

Seven Day Service 364

Five Day Service 260

Three Times per Week 156

Two Times per Week 104

Weekly 52

Bi-Weekly 26

Monthly 12

Quarterly 4

Yearly 1

Office area task lists with task frequencies assigned (scope of work) are shown in Tables 5 and 6. Note that even though the scopes are both for office areas, they are slightly different because some of the offices are carpeted and some have VCT.

Table 5: Scope of Work Office Areas-Carpeted

Table 6: Scope of Work Office Areas-VCT


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Office Areas - Carpeted 420 Sq. Ft.Services Per

Year






Shampoo by extraction method all carpeting 4

Office Areas - VCT 204 Sq. Ft.Services Per

Year


Dust mop all flooring 260

Damp mop all flooring 260

Dust all horizontal surfaces below 60" with duster 52

Spray buff floors 52

Spot wash walls, light switches, doors, etc 104

Scrub and recoat VCT flooring (2 coats) 3

Strip and recoat VCT flooring (5 coats) 1

Figure 5 is a graphical representation of the scope of work and its relation to the floor plan.

Figure 5: Floor Plan with Scope of Work

Value of Frequencies in the Budgeting Process

If your organization is constantly under pressure to do more with less, you must be prepared to justify staffing needs. Your cleaning business or department is only as good as your work force, and cleaning managers are only as good as their task management skills. It is essential to have accurate answers to the following questions: How long does it take to complete a task or clean an area? How does changing the task frequencies affect cost and cleaning results? What happens to the bottom line when adding or subtracting square footage? What would a change in wages do to the overall budget? What is the best cleaning plan?


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The process of workloading a facility, building, or cleaning job helps establish a scope of work, staffing level and an accurate estimate of the cost to perform the work. Workloading also can help identify productivity strengths and weaknesses and help support or justify a bid for building service contractors (BSCs). Understanding the fundamentals of workloading and using the right tools will help you identify improvement opportunities and get the most out of your work force. There are many ways cleaning managers can use the data collected during the workloading process. With square footage, cleaning times, and tasks calculated, managers can note areas where their facilities or cleaning jobs might be overstaffed or understaffed. If necessary, they can shuffle staff to increase performance and reduce labor hours. Even if managers find they already have a pretty accurate number of workers in each area, the workloading process helps validate staffing levels, especially when they are under scrutiny. Workload reports, in addition to building data, are excellent tools in the boardroom for justifying a budget request or backing up the need for an additional full-time employee. This data also is great for explaining to workers why one employee might be cleaning twice as much area as another employee. It may even keep an employee from walking out the door. Again, your cleaning business or department is only as good as your work force, and cleaning managers are only as good as their task management skills. By putting proper workloading to use, you can be a great cleaning manager, get the most out of your work force, and improve your cleaning business or department.


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Production Rates

What Is a Production Rate?

A production rate is a measure of productivity. It is the amount of time required to satisfactorily complete a specific task or group of tasks over a given area under average conditions.

Types of Production Rates

The cleaning industry uses various types of production rates.

1. Per Item This rate lists a time for each specific item to be cleaned. The total cleaning time is then calculated by multiplying the number of items to be cleaned by the time per item. For example, it takes one minute to clean and disinfect a desk telephone. The building has 60 phones. Thus, it will take 60 minutes to clean the phones. Item-based production rates are of limited utility because they require counting all desks, trash receptacles, phones and other items that need to be cleaned. In addition to being a large undertaking, this method is extremely cumbersome to administer because item counts in a building change frequently.

2. Task-based Task-based production rates measure the time that it takes to complete a specific task over a defined area. In most cases these rates are expressed as the number of square feet that can be cleaned in one hour performing a single task. For example, trash could be pulled at a rate of 15,000 square feet per hour under normal conditions. At that rate it should take two hours to pull the trash from a 30,000 square feet area.

3. Unit Groups In certain instances, production rates are stated in time-per-unit. The cleaning time is calculated by applying a time factor to each unit type (i.e., three minutes per fixture). That number multiplied by the total number of units equals the total cleaning time for the entire area. This method works particularly well when the time standard is more closely tied to the number of units than to the number of square feet in an area. While there are many unit-based production rates, this method is most widely used to determine restroom cleaning times. For example, the restroom depicted in Figure 6 contains 13 fixtures (7 sinks + 6 toilets). Each toilet, urinal, or sink is considered one fixture. Shower stalls are counted as two fixtures. Assuming three minutes per fixture,1 it should take 39 minutes (13 fixtures times three minutes per fixture) to clean the restroom.

1 The time to clean a fixture includes performing the following tasks: remove trash, clean fixtures, wipe mirrors, re-stock supplies, clean partitions, dust mop floor, and damp mop floor.


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Figure 6: Restroom Floor Plan

4. Per Worker Hour A per worker hour or hourly production rate uses the average number of square feet that a worker can clean in one hour. For example, a worker cleaning Class A might perform that work at 4,000 square feet per hour. Assuming 7 productive hours (eight-hour shift less one hour for lunch and breaks), that individual would be able to clean 28,000 square feet per shift.

Production Rate Type Comparison Table 7 highlights the differences between various types of production rates.

Table 7: Production Rate Type Comparison

Per Item 1 minute per trash receptacle

Task Based Remove trash at 15,000 sq. ft. per hour

Unit Groups 3 minutes per fixture

Per Worker Hour 4,000 sq. ft. per worker hour

Building Variables

Think about your facility. How many people does it take to clean the office space? The lobby? The restrooms? No, this isn’t a light bulb joke, although there are just as many answers. The answer is: It depends. It depends on a host of your building’s unique characteristics such as: Cleaning Frequencies Customer Expectations Cleaning System Facility Type Building Age Facility Size Density Architectural Design Building Surfaces

Quality Levels Organizational Culture Labor Market Quality of Supervision Budget Constraints Type of Equipment Used Geographic Location Labor Market Demographics Weather

While an infinite number of variables can impact production rates, the variables listed above are the most common. The interaction of variables can have a substantial impact on the production rates within a building.


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Building Classes

The Building Owners and Managers Association (BOMA) provides a very useful working definition of office space classifications (Building Owners and Managers Association International, 2008):

For the purposes of comparison, office space is grouped into three classes in accordance with one of two alternative bases: metropolitan and international. These classes represent a subjective quality rating of buildings which indicates the competitive ability of each building to attract similar types of tenants. A combination of factors including rent, building finishes, system standards and efficiency, building amenities, location/accessibility and market perception are used as relative measures. The metropolitan base is for use within an office space market and the international base is for use primarily by investors among many metropolitan markets. Building amenities include services that are helpful to either office workers or office tenants and whose presence is a convenience within a building or building complex. Examples include food facilities, copying services, express mail collection, physical fitness centers, or child care centers. As a rule, amenities are those services provided within a building. The term also includes such issues as the quality of materials used, hardware and finishes, architectural design and detailing and elevator system performance. Services that are available readily to all buildings in a market, such as access to a subway system or proximity to a park or shopping center, are usually reflected in the quality of the office market and therefore all buildings are affected. The class of a specific building may be affected by proximity only to the degree that proximity distinguishes the building (favorably or unfavorably) from other buildings in the market. The purpose of the rating system is to encourage standardization of discussion concerning office markets, including individual buildings and to encourage the reporting of office market conditions that differentiate among the classes. Nevertheless, BOMA International does not recommend the publishing of a classification rating for individual properties.

Metropolitan Base Definitions

Class A Most prestigious buildings competing for premier office users with rents above average for the area. Buildings have high quality standard finishes, state of the art systems, exceptional accessibility, and a definite market presence.

Class B Buildings competing for a wide range of users with rents in the average range for the area. Building finishes are fair to good for the area and systems are adequate, but the building does not compete with Class A at the same price.

Class C Buildings competing for tenants requiring functional space at rents below the average for the area.

BOMA estimates that building classes are distributed as shown in Figure 5 (Building Owners and Managers Association International, 1997):


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Figure 7: Building Class Distribution

Sources of Production Rates

There are several sources of production rates. The most widely available are published by industry associations.

ISSA ISSA’s 447 Cleaning Times (ISSA, 2003) is a widely used source of cleaning industry production rates. ISSA’s 447 Cleaning Times is in its fourth edition and is available in three languages.

APPA In the educational sector, some have found APPA’s Custodial Staffing Guidelines to be helpful.

BSCAI The Building Service Contractors’ Association International publishes BSCAI’s Production Rate Recommendations.

BOMA Cleaning Makes Cents (Building Owners and Managers Association International, 1997) contains a vast amount of useful cost and production rate data. Figure 8 illustrates the impact that increased production has on client satisfaction (Building Owners and Managers Association International, 1997). As production rates increase, client satisfaction declines.

Figure 8: Impact of Productivity on Quality

Class A62%

Class C3%

Class B35%

3,766

3,188

3,082

2,780

Not Satisfied

Could be Better

Satisfied

Very Satisfied

Sq. Ft. Per Hour


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In addition to published production rates, numerous industry consultants can provide production rates. Whether you choose an industry association’s rate or work with a consultant, the production rates that you obtain are merely a starting point. Keep in mind that published production rates lag market production rates and do not usually reflect the marketplace realities. In order to be competitive, you need to understand your production rates and ensure that they are accurate. Small differences in production rates dramatically impact the number of hours needed. Table 8 demonstrates the impact that losing only 15 minutes per day can have on the bottom line. If a staff of 25 workers earning $10.00 per hour each lose 15 minutes a day, the lost productivity is $16,250 per year.

Table 8: Cost of 15 Minutes Lost per Worker Each Day Lost Wages Only (Excludes Payroll Taxes and Insurance)

Number of Workers

Hourly Labor Rate

10 25 100

$ 8.00 $ 5,200 $13,000 $ 52,000

$ 10.00 $ 6,500 $16,250 $ 65,000

$ 12.00 $ 7,800 $19,500 $ 78,000

Because accurate production rates are essential, the best practice is to develop your own building-specific production rates. Conducting your own time studies is one of the best methods to determine the production rate for a given task.

How to Perform a Time Study

1. Choose a Task Select a task to study. Focus on the tasks that comprise a high percentage of your labor hours and are included in most buildings. Restroom cleaning, dusting, trash removal, and vacuuming are tasks that are performed at high frequencies in most buildings.

2. Measure the Area Verify the size of the area that the task will be performed in.

3. Note Building Variables Determine any variables that will impact production rates. If variables exist, note that fact so that you can make adjustments later.

4. Observe and Record Watch several people as they perform the task. It is very important that the workers be unaware that you are observing. Record the time that it takes each cleaner to complete the task. It is generally easier to record the time in minutes and then convert to hours later in the process.

5. Average the Rates Determine the average production rate.

6. Adjust for Variables Make adjustments for any variables.


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7. Fine-tune Your Rates Now that you know your actual production rate, you can begin to manage productivity. For instance, you might choose to assess the impact that different pieces of equipment will have on productivity (e.g., backpack vacuum vs. upright vacuum).

Time Study Example In this example we will evaluate the production rate to remove trash from a 15,000 square foot office area that is of normal density and for which there are no other variables.

Task: Remove trash Study Area: 15,000 square feet Density: Normal. No variables. Time study results:

Cleaner Time to Compete

Cleaner 1 33 Minutes






Total Time 180 Minutes

Average Time 180/6 = 30 Minutes

Use the following formula to determine your production rate: 60 ÷ (average minutes from time study) × (number of square feet in the study) In this study the formula would be: 60 ÷ 30 × 15,000 = 30,000 square feet per hour Since there were no variables, you now know that the base production for trash removal in this building is 30,000 square feet per hour.

Applying Production Rates (Workloading)

The value of developing production rates is in applying them to answer specific staffing questions. Based on the scope of work, you will need to determine how long it will take to complete the work. By applying production rates to each area, you can determine how many labor hours are needed to clean that area. Your goal is to generate predictable and reproducible times needed to complete the necessary tasks at an acceptable quality level. You will repeat this process for each area.

Overview of How to Calculate Annual Hours In this step you will determine how many labor hours are needed to clean each area by applying your production rates to the scope of work. You will be assigning a cleaning time or production rate to each task.


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Table 9 contains a scope of work for a 15,000 square foot office area. The first task listed is vacuuming all carpeted floors. The scope calls for the carpet to be vacuumed 260 times a year (5 days per week). We also know that our vacuuming production rate is 10,000 square feet per hour.

Table 9: Carpet Office Example (15,000 sq. ft.)

The first step is to divide the cleanable area’s square feet by the task production rate (15,000 square feet /10,000 square feet per hour). Doing so yields a task time of 1.5 hours. Next, calculate the annual time in hours by multiplying the task time by the annual task frequency (1.5 hours x 260) to get 390 hours per year. Repeat this process for each task and each area of the building. The workloading example in Appendix C presents a complete workload of a hypothetical office building.

Translating Annual Hours into Staff Positions When determining the number of staffing positions, it is useful to think in terms of full-time equivalent (FTE) positions. Full-time equivalent (FTE) is the percentage of time that an employee works represented as a decimal. A full-time person is 1.00, a half-time person is .50, and a quarter-time person is .25. It is important to understand that the definition of “full-time” must be determined before calculating the number of full-time equivalents.

Full-time Positions A full-time position is equal to the number of total hours worked per week that an organization considers full-time multiplied by the number of work weeks in a year (normally 52). For example, an organization that considers 40 hours per week to be full- time would define a full-time position as 2,080 hours in a year (52 weeks times 40 hours per week). The actual definition of hours that your organization considers “full-time” may vary.

Full-time Equivalent (FTE) The formula to determine a full-time equivalent is the number of total hours worked divided by the number of hours the organization considers full-time. For example, a person that works 20 hours per week is equal to .5 FTE (20 hours per week worked divided by 40 hours for full-time).

Office Areas-CarpetCleaning

FrequencyCleanable

Area or Units Productivity

Rate Task Time

(Area sq.ft./Rate) Annual Time in HoursTask Time * Frequency

Vacuum carpeting using backpack vacuum with 14" tool 260 15,000 10,000 1.5 390.0

Remove all trash and replace soiled can liners 260 15,000 30,000 0.5 130

Dust all horizontal surfaces below 60” with duster 52 15,000 10,000 1.5 78

Remove spots on carpets 52 15,000 30,000 0.5 26

Spot wash walls, light switches, doors, etc. 104 15,000 15,000 1 104

Shampoo by extraction method all carpeting 4 15,000 2,000 7.5 30

Total Hours per Year 758


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When moving from hours to staffing positions, keep in mind that a full-time equivalent ordinarily works: 2,080 hours per year (52 weeks times 40 hours per week) 173.33 hours per month (2,080 divided by 12) 4.33 weeks per month (12 months divided by 52 weeks) Table 9 shows that given the scope of work, 758 hours per year are needed to staff these office areas. To determine how many FTE are required, we will assume that the organization defines full-time as 40 hours per week; therefore, this position represents .36 FTE (758 hours required for service divided by 2,080 per year for a full-time position).

Non-Cleaning Tasks Some cleaning staffs are responsible for non-cleaning tasks such as opening or closing a building, delivering mail, special event setups or cleanups, and emergency repairs. These tasks should be included in your workload analysis because they require labor hours. Omitting them will result in fewer staff than the work requires. Let's consider this example. A school has 1 head custodian and 2 custodians. The workload analysis was based on cleaning tasks alone and recommends 3 FTE's. However, the head custodian has 4 hours of non-cleaning tasks during the day (.5 FTE). Since we limited our workloading to only the cleaning tasks, we will be short the .5 FTE needed for non-cleaning tasks. Non-cleaning tasks can either be set up as a separate area or included as individual tasks within areas. The most accurate method for establishing production rates is to conduct a time study. Whichever approach you choose, it is important to include these tasks since they consume labor hours.

Vacations, Holidays, Sick Time and Paid Time Off Paid time off can seriously impact a staff’s ability to deliver the scope of work. For example, suppose a department has a stable workforce, little turnover, and a staff that is a member of a collective bargaining unit. One consequence of the staff’s longevity is that the workforce may have accumulated substantial paid time off. A summary of the staff’s actual time off taken over the course of the past eighteen months is shown in Table 10.

Table 10: Time Off per Month Example

Employee Total Hours per Month

Employee 1 10.1

Employee 2 27.3

Employee 3 14.3

Employee 4 13.1

Employee 5 21.8

Total Time Off per Month in Hours 86.6

Total Time Off per Week in Hours (86.6/4.33) 20.0


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A full-time position is 173.33 hours per month (40 scheduled hours per week x 4.33 weeks per month). Table 10 shows that the time off totals 86.6 hours each month. Each hour taken is an hour that is not available for productive work. For staff planning purposes, the time off equates to 20 hours per week (86.6 hours per month divided by 4.33 weeks per month). The time off should be addressed either by adding additional staff, arranging for substitutes, or developing contingency work plans to accommodate the staffing shortages.


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Job Costing Once you have totaled the annual time in hours needed to clean each area that you are workloading, you are ready to determine the job cost. The job cost includes labor costs, supervision costs, taxes, insurance, benefits, supply costs, equipment depreciation, miscellaneous job costs (background checks, drug testing, mobile phones, uniforms, etc.), sales and marketing, overhead, administration, and profit.

Labor Cost

Payroll Having determined the number of labor hours needed, the next step is to determine your labor cost. For each wage classification or position, multiple the total number of hours by the wage rate. It is helpful to use a table similar to Table 11.

Table 11: Labor Cost Summary Table

Labor Classification Total Hours

per Week

Total Hours per Month (hours per week times

4.33)

Wage Rate Per Hour

Total Monthly Wages

(Wage Rate times Total Hours per

Month) Manager/Supervisor 20 86.60 $10.00 $866.00 Cleaning Labor-2nd Shift 72 311.76 $8.00 $2,494.08 Totals $3,360.08

Labor Burden Once you know the payroll cost, you will need to add a labor burden. The labor burden is a percentage that is added to the labor cost. It includes payroll-related costs such as FICA, Federal Unemployment Tax Act (FUTA), State Unemployment Tax (SUTA), workers’ compensation, general liability insurance, bonding, vacation pay, union benefits, healthcare, other paid time off, and any miscellaneous labor-related benefits. The most efficient way to account for these costs is to figure out the average cost based upon a percent of payroll and then sum them up. Table 12 provides a sample calculation. Note that your actual costs may vary, and you may need to add or remove items.

Table 12: Labor Burden

% of Payroll

FICA 6.20

Medicare 1.45

FUTA .80

SUTA or SUI 4.10

Workers’ Compensation 8.00

General Liability 1.20

Vacation 3.0

Total Labor Burden % 24.75


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For the above example the labor burden is 24.75% of the payroll, or $831.62 per month (.2475 times $3,360.08). Note that labor burdens may differ based upon the employee classification because insurance rates and benefits vary. In that case you would simply calculate and apply the labor burden separately for each labor classification.

Supply and Equipment Costs

Chemical and Supply Cost There are two methods that can be used to calculate the cost of the chemicals and supplies used in performance of the cleaning function.

Actual Cost If accurate chemical and supply cost information is available for the building, it should be used. This approach is most practical for in-house cleaning operations and incumbent contractors rebidding an existing contract.

Percentage of Labor Chemicals and supply costs can be based on your organization’s historical costs in relation to labor costs. Obtain your expenditures for a given period and divide them by your direct labor costs for that period. For example, if your chemical and supply costs for the last twelve months were $5,000 and your labor costs were $100,000 for that period, then your supplies average 5% of payroll.

Paper and Consumable Estimates Consumable products, also known as expendable supplies, are products whose usage varies with building population such as hand towels, toilet tissue, seat covers, hand soap, feminine products, and trash liners. They are handled one of three ways: 1. Provided by the building owner. 2. Contractor purchases the product, adds handling fee to the cost, and invoices the

customer based on actual usage. 3. Contractor is required to include them in the service price. As with chemical costs, if

accurate purchase history information is available, it should be used. In the absence of historical data, usage estimates can either be based on consumption patterns in other similar buildings and/or estimating software such as ISSA’s on-line Consumable Product Cost Calculator (Figure 9). Visit www.issa.com to view the calculator.


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Figure 9: ISSA Consumable Product Cost Calculator

Equipment Costs The cost of larger equipment is typically depreciated over the equipment’s life. To determine the monthly amount of depreciation, divide the equipment’s cost by the number of months over which the equipment will be depreciated. Table 13 provides a sample depreciation schedule.

Table 13: Depreciation Schedule Example

Note that the depreciation schedule used in costing jobs may not necessarily be the same as the depreciation schedule used by the organization’s accountant since job costing is frequently centered on obtaining business rather than meeting accounting requirements. You should also include maintenance, parts, and repairs.

Item Description Price each QTYExtended

CostDepreciation# of Months

DepreciationCost/Month

26" Walk Behind Disk Scrubber with Pad Holders 4,095.00$ 1 4,095.00$ 48 85.31$ Wet/Dry Vac 15 Gallon 398.09$ 2 796.18$ 24 33.17$ 20" Low Speed Floor Machine w/Pad Holder 452.00$ 2 904.00$ 36 25.11$ Backpack Vacuum 344.00$ 6 2,064.00$ 24 86.00$ Total Depreciation Per Month 229.60$


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Direct Job Costs

These expenses are directly related to the job. They are required to perform the services. The costs should be based on estimates that account for the number of employees on the job site.

Recruiting Includes help wanted ads, referral incentives, and interview expenses.

Background Checks

Drug and Alcohol Screening

Uniforms and Laundry Cost to provide the employees with uniforms.

Badges

Vehicle Expenses The operating cost of any vehicles, such as automobiles or carts, used on the job site. It should include fuel, gas, maintenance, repair, and depreciation.

Subcontractor Expense The cost of any subcontractors that will be used.

Telephones

Computer Expense

Health and Welfare for Supervisors Cost of healthcare, 401(k), dental, or other benefits provided to the site management (if not included as part of labor burden).

Training Cost of specialized training.

Travel and Lodging Expense For locations not in proximity to an office, estimate cost of travel, lodging, and meals needed during the job start up or to support the job site.

Indirect Costs

Some expenses are needed to operate your business but are not directly traceable to the delivery of service. To determine your percentage, obtain the expenditures of support items such as those listed below from your most recent financial statements. Administration Office Expense Facility Sales & Marketing Supervision Divide your total indirect expenses by your total direct expenses. The results will be your indirect expense percentage.

Profit

Profit is ordinarily calculated as a percentage of cost. A number of factors are usually considered, including the size of the job, competitive conditions, type of account, customer expectations, and how “manageable” the account is likely to be. There is no standard profit margin or markup for the industry.


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Using Software to Simplify the Process Manual workloading is tedious, time consuming, and prone to error. In addition, it is difficult to edit work. The most efficient way to analyze your staffing needs and workload is to use industry-specific software. Software designed specifically for the cleaning industry is widely available from a large number of vendors at a price to fit any budget. ISSA is a valuable resource and can provide a list of vendors that support the industry.


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SmartStaffing and CIMS The Cleaning Industry Management Standard (CIMS™) requires that an organization: 1. Use an industry-accepted methodology for determining the number of labor hours needed to

accomplish work requirements as specified in the scope of work or performance outcomes and,

2. Have a system for estimating job costs that considers the following factors: cost of labor, materials, overhead, profit (if applicable), taxes, insurance, and miscellaneous costs.

These requirements are satisfied by consistent application of the techniques and processes set forth in this publication.


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Glossary APPA Association of Higher Education Facilities Officers: www.appa.org Area As used in building area measurement, the quantitative measure of a horizontal, two-dimensional plane expressed in Square Feet or Square Meters. Blueprints Plans drawn to scale, used by builders, plumbing, electrical, and other subcontractors in construction. Blueprints include floor plans, elevations, a site plan, foundation plan and wall sections, plumbing, electrical and mechanical plans, and construction details. BOMA The Building Owners and Managers Association: www.boma.org. BSCAI The Building Service Contractors Association International: www.bscai.org CAD - Computer-Aided Design Computer-aided design (CAD) is the use of computer technology to aid in the design and especially the drafting (technical drawing and engineering drawing) of a part or product, including entire buildings (Wikipedia contributors, 2008). Cleanable Area (Cleanable Sq. Ft.) The surface areas of floors, restrooms, carpets, lobbies, and other areas in the facility that require cleaning in order to maintain sanitary conditions and a defined appearance level. Cleaning Time Time it takes for a worker to perform a specified task. In facility maintenance, times will vary based on a multitude of variables that include mechanization, worker speed, and accessibility. Density A measurement for office space utilization measured in square feet per person. The measure of square footage is usually Usable Square Feet. Digital Take-off Tool Digital take-off tools are ingenious portable devices that rapidly and accurately determine area from drawings of any scale and in any common unit of measure. Employee Benefits An indirect form of employee compensation, in addition to wages. Some employee benefits are mandated by law. These include social security, unemployment, and workers’ compensation. Other employee benefits are sponsored voluntarily by employers. FICA Social Security payroll taxes are collected under authority of the Federal Insurance Contributions Act (FICA). The payroll taxes are sometimes even called "FICA taxes."


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Fixture Used in the minute-per-fixture method of estimating restroom cleaning time. Each toilet, urinal, or sink is considered one fixture. Shower stalls are counted as two fixtures. Floor Area, Gross Section 1002.1 of the International Building Code defines this term as "the floor area within the inside perimeter of the exterior walls of the building under consideration, exclusive of vent shafts and courts, without deduction for corridors, stairways, closets, the thickness of interior walls, columns or other features. The floor area of a building, or portion thereof, not provided with surrounding exterior walls shall be the usable area under the horizontal projection of the roof or floor above. The gross floor area shall not include shafts with no openings or interior courts.” Floor Area, Net A term used in building codes to describe the actual occupied area of a floor, not including accessory unoccupied areas (stairs, elevator & HVAC shafts, mechanical rooms, etc.) or the thickness of walls. It is often referred to as cleanable area or cleanable sq. ft. Frequency Frequency is the measurement of the number of times that a repeated cleaning event occurs per day, week, month, or year. Full-Time Employee - FTE Full-Time Equivalent (FTE) is the percentage of time that an employee works represented as a decimal. A full-time person is 1.00, a half-time person is .50 and a quarter-time person is .25. FUTA Federal Unemployment Tax Act, or "F.U.T.A.,” is the term used for the payroll tax every employer must pay under this Act. This tax cannot be withheld from the employee's pay; it is solely the responsibility of the employer. General Labor and Industrial Staffing General Labor and Industrial Staffing typically include the following positions, among others: manual laborers, construction workers, food handlers, cleaners, assemblers, drivers, tradesmen, machine operators, and maintenance workers. GWCAR The Greater Washington Commercial Association of Realtors: www.gwcar.org Gross Margin Shows what a company is earning after costs (for products and/or services). It is a basic measurement of a company’s profitability. Formula: Revenue percentage = (revenue – cost of goods or services) ÷ by revenue. Revenue percentage x 100 = gross margin. IFMA The International Facility Management Association: www.ifma.org ISSA The World Cleaning Association: www.issa.com


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Job Costing The allocation of all time, material, and expenses to an individual project or job; specifically, job costing is normally software-based and provides for budgeting, forecasting, collecting and reporting on the expenditure and revenue associated with specific projects or jobs. Markup The difference between cost and selling price. Markup is expressed as a percentage of cost or in dollars. For example, if the cost to deliver a service is $200 and there is a profit markup on cost of 30%, the selling price will be $260 ($200 + $60). Office Area Enclosed space usable for personnel, furniture, equipment, and office support areas, which has suitable finishes, lighting, environmental controls, power, communications support, and ceiling heights. Outsourcing In basic outsourcing an organization has an entire department staffed by a management company or building service contractor. Some organizations may outsource select project tasks and maintain in-house staffs for daily cleaning operations. Part-time Employee A person employed to work fewer than the normally-scheduled daily or weekly hours of work established for a full-time employee of the same occupational level. Payroll Taxes Employers are appointed, as agents of the government, to withhold federal, state and local income tax from employees’ wages. These obligations are severely regulated and carry heavy penalties if they are not done correctly. Productivity The amount of output per minutes or hours of work. There are many different ways of measuring productivity. For example, in a factory, productivity might be measured based on the number of hours it takes to produce a product, while in the cleaning industry, productivity might be measured based on the time (minutes or hours) generated by a worker to perform a cleaning task. REBNY The Real Estate Board of New York: www.rebny.com Request for Proposal (RFP) An invitation for suppliers, often through a bidding process, to submit a proposal on a specific commodity or service.


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S.U.I. State Unemployment Insurance. Each state imposes a payroll tax on the employer for unemployment benefits. The tax ranges from 1% to over 5% of each dollar of payroll. The employer is entirely responsible for paying the tax; it cannot be deducted from the employee's pay. Also known as S.U.T.A. (state unemployment tax assessment). Scale 1. A graduated instrument that allows a measure to determine linear distances from paper floor

plans that are drawn to scale for the purpose of calculating floor areas. Sometimes incorrectly referred to as a "ruler."

2. The ratio between a drawing of a floor and the size of the actual floor it represents. Most commercial buildings are drawn at a scale of 1/8” = 1’, called “eighth scale.”

Scope of Work A statement outlining the specific services a facility service provider or building service contractor is expected to perform, generally indicating the type, level, and quality of service, as well as a schedule for completion. Also referred to as a Statement of Work. Shop Drawings Detailed, accurate drawings produced by individual trades from which a building is actually constructed. The most reliable source of dimensional information short of field dimensions. SIOR Society of Industrial and Office Realtors: www.sior.com Specifications A written part of the document that sets out requirements for supplies, cleaning frequencies, standards and quality services required to clean a building. Square Foot A square unit of area measuring twelve inches on each of its four sides (144 square inches). There is no universally accepted abbreviation although sq. ft., SF, and ft2 are most common.

Task Task is part of a set of actions which accomplish a job; the sense is that “useful work is getting done.” Tasks, when combined, make it possible to achieve the intended result of the activity. Task Analysis The analysis or breakdown of exactly how a task is accomplished, such as what sub-tasks are required. This information can then be used for many purposes, such as improving the design of tools or procedures that aid in performing the task. These tools can be either physical implements or software.


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Tenant Area Space that is used exclusively by a tenant for their personnel, furniture, equipment, storage, support, and processes of any sort. May be applied to any type of occupancy (office, industrial retail, etc.) and so can be measured many different ways. Unemployment Insurance Government-sponsored protection to assist workers who have been laid off or even quit their jobs through no fault of their own. The unemployment income lasts only a few months. This insurance represents a significant contribution on the part of an employer as a percentage of employees’ gross wages. Usable Area Fully enclosed space that is available for the exclusive use of a building occupant for occupants’ personnel, materials, furniture, fixtures, and equipment. Different standards measure this in different ways. W-2 vs. 1099 MISC At the end of each year, workers either receive a Form W-2 or a Form 1099 MISC. An employee receives a W-2 and has all required payroll taxes withheld throughout the year. An independent contractor receives a 1099 and has no payroll taxes withheld. Workers’ Compensation Businesses are required by law to obtain workers’ compensation insurance for their employees. The purpose of this insurance is to provide medical and other benefit coverage for employees who suffer a job-related injury or illness. Generally speaking, the staffing firm must maintain workers’ compensation for their employees or coordinate coverage through the subscriber. Working Drawings Graphic depictions of a building on paper or CAD, prepared as the basis for a construction contract. They include floor plans at multiple scales, building and wall sections, details and schedules, as well as architectural, structural, mechanical and electrical drawings. They do not reflect changes made during construction unless stamped "As-built" or "Record Drawings.” Sometimes referred to as Construction Drawings. Workloading Workloading is simply the process of determining how many employees will be needed to complete a scope of work. Once the number of employees is established, the daily and periodic tasks can be assigned.


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Appendix A: Data Collection Form Area Type Description

Floor Surface

L W Sq. Ft. Notes


35

Minutes Worker Hours Minutes Worker Hours1 0.0167 31 0.51672 0.0333 32 0.53333 0.0500 33 0.55004 0.0667 34 0.56675 0.0833 35 0.58336 0.1000 36 0.60007 0.1167 37 0.61678 0.1333 38 0.63339 0.1500 39 0.6500

10 0.1667 40 0.666711 0.1833 41 0.683312 0.2000 42 0.700013 0.2167 43 0.716714 0.2333 44 0.733315 0.2500 45 0.750016 0.2667 46 0.766717 0.2833 47 0.783318 0.3000 48 0.800019 0.3167 49 0.816720 0.3333 50 0.833321 0.3500 51 0.850022 0.3667 52 0.866723 0.3833 53 0.883324 0.4000 54 0.900025 0.4167 55 0.916726 0.4333 56 0.933327 0.4500 57 0.950028 0.4667 58 0.966729 0.4833 59 0.983330 0.5000 60 1.0000

Appendix B: Time Equivalents in Worker Hours Use this table to quickly convert minutes to their decimal equivalent


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Appendix C: Workloading Example This example is for Pinnacle Office Building, a hypothetical office building. It begins with a scope of work, proceeds through job costing worksheets, and concludes with a pricing work sheet.

Scope of Work

Frequency Chart

Examples of Frequency Required Annual Frequency

Five day service (daily) 260

Two times per week service 104

Weekly service 52

Monthly service 12

Quarterly service 4

Twice yearly 2

Yearly service 1

Area Classification, Cleaning Tasks, & Frequencies

Lobby/Reception Area Frequency

Remove all trash and replace soiled can liners as needed 260

Dust mop with 48” mop using dust mop treatment 260


Damp mop with 24 oz. mop head using single bucket and wringer 52

Scrub porcelain tile 12


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Office Areas Frequency






Extraction clean all carpeting 4

Restrooms Frequency

Dust mop 260


Clean and disinfect all toilets, urinals and sinks to include all hardware 260

Fill all soap, lotion, paper, cup and feminine hygiene dispensers 260

Spot clean with disinfectant all doors, walls, dispenser covers, trash receptacles and light switches 260

Wipe mirrors 260

Damp mop using disinfectant, 40mm flat mop head, divided bucket and side press wringer 260

Scrub ceramic tile floors 12


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Corridors Frequency


Damp mop 260

Burnish with 2000 RPM 20" electric floor machine 52

Scrub and recoat 3

Strip with 175 RPM rotary floor machine 1

Apply 2 coats seal and 3 coats finish after stripping 1


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Job Worksheets

Instructions: 1. For each task, determine the cleanable area or the number of units and enter it in the appropriate space. 2. For each task, calculate the number of hours needed per year. 3. Total all of the tasks for the area. 4. Enter the total on the Staffing Hours Summary.

Lobby/Reception Area Cleaning

Frequency Cleanable


Rate Task Time

(Area sq. ft./Rate)

Annual Time in Hours Task

Time*Frequency


1,500

30,000.00 1,500 ÷ 30,000 = .05 .05 x 260 = 13.0


1,500

25,000.00 0.06

15.6


1,500

10,000.00 0.15

15.6

Damp mop with 24 oz. mop head using single bucket and wringer 52

1,500

5,000.00 0.30

15.6

Scrub porcelain tile 12

1,500

1,800.00 0.83

10.0

Total Hours per Year

69.8


40

Office Areas Cleaning

Frequency Cleanable


Rate Task Time

(Area sq. ft./Rate)

Annual Time in Hours Task

Time*Frequency

Remove all trash and replace soiled can liners 260 60,000

30,000 2.00

520.0

Vacuum carpeting using backpack vacuum with 14" tool 260 60,000

10,000 6.00

1,560.0

Dust all horizontal surfaces below 60” with duster 52 60,000

10,000 6.00

312.0

Remove spots on carpets 52 60,000

30,000 2.00

104.0

Spot wash walls, light switches, doors, etc. 104 60,000

15,000 4.00

416.0

Shampoo by extraction method all carpeting 4 60,000

2,000 30.00

120.0


3,032.0


41

Restrooms Cleaning

Frequency Area Sq. Ft.

or Units Productivity

Rate

Task Time for Area

Area Sq. Ft. ÷ Rate

Annual Time In Hours

Task Time x Frequency


Dust mop 260


Clean and disinfect all toilets, urinals and sinks to include all hardware 260

Fill all soap, lotion, paper, cup and feminine hygiene dispensers 260

75 Fixtures 3.00

3.75

975.0

Spot clean with disinfectant all doors, walls, dispenser covers, trash receptacles and light switches 260

Wipe mirrors 260

Damp mop using disinfectant, 40 mm flat mop head, divided bucket and wringer 260

Scrub ceramic tile floors 12 3600 1800 2.00 24.0


999.0

Note: Remember that restrooms are different. The productivity rate for each fixture includes all of the tasks listed on the left to get the task time in minutes for the area, Multiply the number of fixtures by the rate and divide by 60.


42

Corridors Cleaning

Frequency Area Sq. Ft.

or Units Productivity

Rate

Task Time for Area

Area Sq. Ft. ÷ Rate

Annual Time In Hours

Task Time x Frequency

Dust mop with 48” mop using dust mop treatment 260 9,000 30,000 0.30 78.0

Damp mop 260 9,000 5,000 1.80 468.0

Burnish with 2000 RPM 20" electric burnisher 52 9,000 10,000 0.90 46.8

Scrub and recoat (two coats of finish) 3 9,000 750 12.00 36.0

Strip with 175 RPM rotary floor machine 1 9,000 450 20.00 20.0

Apply 2 coats seal and 3 coats finish after stripping 1 9,000 1,500 6.00 6.0

Total Hours per Year 654.8


43

Staffing Hours Summary Worksheet

Area Total Annual Hours

Lobby/Reception 69.8

Offices 3,032.0

Restrooms 999.0

Corridors 654.8

4,755.60

1. Allocate the total hours among a lead worker, full-time and part-time employees

Position Hours Number of Employees

Supervisor 2080 1

Full Time 0 0

Part Time 2675.60 2

2. Enter the totals on the Cost Summary Sheet


44

Cost Summary Sheet

Instructions: 1. Enter the total labor hours per year from the Staffing Hours Summary Worksheet. 2. Calculate the total hours per month by dividing the total hours for each position by 12. 3. Complete the remainder of this Cost Summary Sheet Total Hours

per Year (from the staffing

hours summary sheet)

Total Hours per Month (Total ÷ 12)

Pay Rate Per Hour

Monthly Total

(Hours per Month x 12)

Supervisor 2080 173.33 $10.00 $1,733.30

Cleaning Labor 2676 223.00 $8.00 $1,784.00

1. Total Monthly Labor Cost $3,517.30

2. Labor Burden Per Month in Dollars (Multiply line 1 by .24, which reflects the costs below) 844.15

Includes all labor-related costs such as Workers’ Compensation, FICA, FUTA, SUTA, Liability Insurance, Vacation Pay, Sick Pay, Employee Incentives, Miscellaneous Employee Benefits, etc. Labor Burden as Percentage of Labor 24%

3. Total Burdened Labor Cost (add lines 1 and 2 together) 4,361.45 4. Cleaning Chemicals and Supplies per Month (5% of line 3) 218.07

Includes the cost of all chemicals and expendable supplies. Based on companywide average.

5. Cleaning Tools and Equipment per Month 350.00

Includes maintenance equipment, parts, repairs, and depreciation. Depreciation schedule was prepared and indicated 350.00 per month.

6. Monthly Miscellaneous Costs 120.00

Includes uniforms, background checks, and drug testing. 7. Administrative Overhead per Month 700.00

(Pick any amount that you think makes sense) Includes profit and costs such as bonds, bookkeeping, I.D. cards, training, recruiting of personnel, cell phones, transportation, relief of absenteeism, vacations, and other direct and indirect costs.

8. Profit per Month 1,150.00 Total Monthly Price (Sum of Items 3 through 8) 6,899.52


45

Bibliography APPA: The Association of Higher Education Officers. (1998). Custodial Staffing Guidelines. Alexandria: APPA: The Association of Higher Education Officers. Building Owners and Managers Association International. (2008, July 30). Building Class Definitions. Retrieved July 30, 2008, from Building Owners and Managers Association International: http://www.boma.org/Research/classifications.htm Building Owners and Managers Association International. (1997). Cleaning Makes Cents. Washington, D.C.: Building Owners and Managers Association International (BOMA). FMLink Group, LLC. (2008, August 1). FM Link: Facilities Management Resources Benchmarking. Retrieved August 1, 2008, from FMLink: http://www.fmlink.com/ProfResources/Benchmarking/article.cgi?Facility%20Issues:0205.htm ISSA. (2003). The Offical ISSA 447 Cleaning Times. Lincolnwood, IL, USA: ISSA. Wikipedia contributors. (2008, August 2). Computer-aided design. Retrieved August 2, 2008, from Wikipedia, The Free Encyclopedia: http://en.wikipedia.org/w/index.php?title=Computer-aided_design&oldid=229355118


46

Index

A APPA, ii, 17, 29, 45

B Blueprints, 4, 29 BOMA. See Building Owners and Managers Association BSCAI, 17, 29 Building Classes, 16 Building Owners and Managers Association, 3, 16, 29 Building Variables, 15, 18

C CAD. See Computer-Aided Design CIMS. See Cleaning Industry Management Standard Cleanable Area, 3, 29 Cleaning Industry Management Standard, iii, 28 Computer-Aided Design, 5 Consumable Product Cost Calculator, 24, 47

D Density, 15, 19, 29 Direct Job Costs, 26

E Equipment Costs, 24, 25

F Fixture, 30 FTE. See Full-Time Employee Full-Time Employee, 30

G Greater Washington Commercial Association of Realtors,

4, 30 Gross Square Feet, 3

H Holidays, 21

I IFMA. See International Facility Management Association Indirect Costs, 26

industry-accepted, 28 International Facility Management Association, 30 ISSA, i, ii, 17, 24, 27, 30, 45, 47

L Labor Burden, 23, 44, 47 Labor Cost, 2, 23, 44, 47 Lasers/Ultrasonic Distance Meters, 4

M Measuring Wheels, 4

N Non-Cleaning Tasks, 21

P Paid Time Off, 21 Physical measurement, 4 Production Rates, 2, 14, 17, 19

R Real Estate Board of New York, 4

S Scope of Work, 2, 9, 32 Sick Time, 21 space inventory, 2 Standards, ii, 3

T Take-Off, 5, 6, 29 task frequencies, 9, 10, 11, 12 Time Study, 18, 19

V Vacations, 21

W Workloading, 1, 13, 19, 33, 36


47

List of Tables Table 1: Building Summary by Area Type ..................................................................................... 8 Table 2: Building Summary by Area Type ................................................................................... 10 Table 3: Office Area Task List ..................................................................................................... 10 Table 4: Common Task Frequencies ............................................................................................ 11 Table 5: Scope of Work Office Areas-Carpeted ........................................................................... 11 Table 6: Scope of Work Office Areas-VCT ................................................................................ 11 Table 7: Production Rate Type Comparison ................................................................................ 15 Table 8: Cost of 15 Minutes Lost per Worker Each Day ............................................................. 18 Table 9: Carpet Office Example (15,000 sq. ft.) ........................................................................... 20 Table 10: Time-Off per Month Example ...................................................................................... 21 Table 11: Labor Cost Summary Table .......................................................................................... 23 Table 12: Labor Burden ................................................................................................................ 23 Table 13: Depreciation Schedule Example ................................................................................... 25

List of Figures Figure 1: Data Collection Form ...................................................................................................... 5 Figure 2: Example Floor Plan-Summit Office Building ................................................................. 6 Figure 3: Sorted Building Data ....................................................................................................... 7 Figure 4: Subtotaled Building Data ................................................................................................ 8 Figure 5: Floor Plan with Scope of Work ..................................................................................... 12 Figure 6: Restroom Floor Plan ...................................................................................................... 15 Figure 7: Building Class Distribution ........................................................................................... 17 Figure 8: Impact of Productivity on Quality ................................................................................. 17 Figure 9: ISSA Consumable Product Cost Calculator ................................................................. 25


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Empty and Fill TimesSOLUTION FILLING TIMES Minutes

1 1 gallon 0.252 2 gallon 0.503 4 gallon 1.004 5 gallon 1.255 10 gallon 2.506 20 gallon 5.007 25 gallon 6.258 100 gallon 25.009 250 gallon 52.25

EMPTY AND RINSE Minutes10 Trigger Sprayer 0.2011 1 gallon 0.2512 2 gallon 0.5013 4 gallon 1.0014 5 gallon 1.2515 10 gallon 2.5016 20 gallon 5.0017 25 gallon 6.2518 100 gallon 25.0019 250 gallon 52.25

CLEAN-UP MATERIALS & EQUIPMENT AFTER USE Minutes20 Dust Mop (After use shake out, pick up debñs, brush, refresh mop with treatment and hang up to cure) 1.021 Mop Bucket & Wringer 1.322 Mop (Kentucky, string type) wring and rinse in service closet sink after cleaning 3.023 Mop (Kentucky, string type) wring and rinse in service closet sink after cleaning stripping 5.024 Mop (Kentucky, string type) wring and rinse in service closet sink after applying finish/seal 10.025 Mop (flat microfiber) wring and rinse in service closet sink after applying finish/seal 1.0

CLEAN-UP MATERIALS & EQUIPMENT Minutes26 Vacuum Back Pack (wipe and spot clean after dry pick-up) 0.5027 Vacuum Upright (wipe and spot clean after dry pick-up) 0.5028 Vacuum Tank type (empty, wipe and spot clean after dry pick-up) 1.0029 Carpet Extractor with direct hook-up (wash and rinse clean) 2.0030 Carpet Extractor with solution and recovery tanks (wash and rinse clean) 5.0031 Vacuum Tank type (wash and rinse clean after wet pick-up) 4.0032 Wrap machine cord properly after unplugging 1.25

CHANGE AND REPLACE Minutes33 Change Dust Mop (new, rental and disposable) 0.7534 Change Wet Mop (Kentucky, string type) 0.5035 Change Wet Mop (Flat Velcro, eyehole type) 0.2036 Replace vacuum filter 0.20

Cleaning Worker Travel SpeedsCRAWL SPEED Linear feet per minute Mile Per Hour

37 Spray, scrub, wipe build-up removal by hand along mop boards 10 ft/minute 0. 13 mphWALKING Linear feet per minute Mile Per Hour

38 Walking very slowly or backward 88 ft/minute 1.0 mph39 Walking slowly 132 ft/minute 1.5 mph40 Walk-behind non-propelled unit 150 ft/minute 1.7 mph41 Reference point speed #1* 176 ft/minute 2 mph42 Walk-behind wheel-propelled unit 200 ft/minute 2.3 mph43 Reference point speed #2* 220 ft/minute 2.5 mph44 Reference point speed #3* 264 ft/minute 3 mph

RIDING A CLEANING MACHINE Linear feet per minute Mile Per Hour45 Riding auto-scrubber cleaning speed 275 ft/minute 3.1 mph46 Riding sweeper maximum speed 378.4 ft/min. 4.3 mph47 Reference point speed #4* 440 ft/minute 5.0 mph

RIDING A TRANSPORTATION MACHINE Linear feet per minute Mile Per Hour48 Golf Cart 880 ft/minute 10.0 mph

ISSA 540 Cleaning Times

49 Vehicle 1,760 ft/minute 20.0 mph

General Cleaning CLASSROOM SERVICE Sq. Ft. Minutes Sq. Ft. Hr.

50 Trash/Dust with Duster/Clean Chalkboard/Dust mop Floor 1,000 9.40 6,38351 Trash/Dust with Duster/Clean Chalkboard/Damp Mop Floor 1,000 16.00 3,75052 Trash/Dust with Duster/Clean Chalkboard/Tank Vacuum Floor 1,000 12.20 4,91853 Trash/Dust with Duster/Clean Chalkboard/Upright Vacuum Floor 1,000 14.00 4,28654 Trash/Dust with Treated Cloth/Clean Chalkboard/Dust Mop Floor 1,000 10.40 5,76955 Trash/Dust with Treated Cloth/Clean Chalkboard/Damp Mop Floor 1,000 17.00 3,52956 Trash/Dust with Treated Cloth/Clean Chalkboard/Tank Vacuum Floor 1,000 14.60 4,11057 Trash/Dust with Treated Cloth/Clean Chalkboard Upright Vacuum Floor 1,000 15.40 3,89658 Trash/Dust with Scrap-Trap Type Vacuum/Clean Chalkboard/Portable Vacuum Floor 1,000 10.50 5,71459 Trash/Dust with Back-Pack Vacuum/Clean Chalkboard/Back-Pack Vacuum Floor 1,000 11.00 5,455

CORNERS / CREVICES Sq. Ft. Minutes Sq. Ft. Hr.60 Detail Clean with Trigger Sprayer & Cloth 150 4.50 2,00061 Detail Clean with Hand Held Duster Vacuum 150 3.80 2,36862 Detail Clean with Tank/Canister Vacuum 150 4.05 2,22263 Detail Clean with Back-Pack Vacuum 150 3.15 2,85764 Detail Clean tile grout with Battery Sonic type scrubber and chemical 150 3.15 2,857

DISINFECTING SURFACES Sq. Ft. Minutes Sq. Ft. Hr.65 Damp Wipe Surface With Disinfectant 150 2.88 3,125

DUSTING SURFACES Sq. Ft. Minutes Sq. Ft. Hr.66 Dust with Duster 150 0.90 10,00067 Dust with Treated Cloth 150 1.80 5,00068 Damp Wipe with Trigger Sprayer & Cloth 150 2.88 3,12569 Dust with hand-Held duster Vacuum 150 1.95 4,61570 Dust with Tank/Canister Vacuum 150 2.25 4,00071 Dust with Back Pack Vacuum 150 1.62 5,556

ELEVATOR SERVICE Minutes72 Vacuum Cap with Back Pack, Tank or Upright Vacuum 173 Spot Clean mirrors and glass 1.574 Spot Clean Aluminum 275 Spot Clean control panel 176 Detail Clean door tracks with hand brush 277 Detail clean door tracks with cone brush on sonic type machine 178 Detail clean elevator cab 10

FURNITURE UPHOLSTERED Sq. Ft. Minutes Sq. Ft. Hr.79 Vacuum with Hand-Held Duster Vacuum 25 2.10 71480 Vacuum with Tank/Canister Vacuum 25 2.55 58881 Vacuum with Back-Pack Vacuum 25 2.10 714

GLASS DOOR & HARDWARE Sq. Ft. Minutes Sq. Ft. Hr.82 Clean using Trigger Sprayer & Cloth (2 Sides) — 3

GLASS PANEL/PARTITION Sq. Ft. Minutes Sq. Ft. Hr.83 Clean using Trigger Sprayer & Cloth 30 3.42 526

GLASS DISPLAY CASE Sq. Ft. Minutes Sq. Ft. Hr.84 Clean using Trigger Sprayer & Cloth 10 1.14 526

GUEST ROOM SERVICE Sq. Ft. Minutes Sq. Ft. Hr.85 Trash/Dust Make Bed/Sanitize Bathroom/Replace Linen & Supplies/Vacuum 200 16.80 714

HAND RAILS/BANISTER Sq. Ft. Minutes Sq. Ft. Hr.86 Dust with Duster 48 0.29 993187 Dust with Treat Cloth 48 0.58 496688 Damp Wipe with Trigger Sprayer & Cloth 48 0.86 3349

MATS, WALK-OFF Sq. Ft. Minutes Sq. Ft. Hr.89 Vacuum with 12" Upright Vacuum 36 1.08 200090 Vacuum with Tank/Canister with 12" Vacuum Shoe 36 1.08 200091 Vacuum with Back-Pack Vacuum 36 0.95 2274

STAIRWELLS # of Steps per flight Minutes92 Dust Mop stairs and landing with 24" dust mop and pick up debris 6 1.2093 Dust Mop stairs and landing with 24" dust mop and pick up debris 8 1.6094 Dust Mop stairs and landing with 24" dust mop and pick up debris 12 2.40

95 Damp Mop stairs and landing with flat mop 6 1.2096 Damp Mop stairs and landing with flat mop 8 1.6097 Damp Mop stairs and landing with flat mop 12 2.4098 Damp Mop stairs and landing with Kentucky or string type mop 6 3.0099 Damp Mop stairs and landing with Kentucky or string type mop 8 4.00100 Damp Mop stairs and landing with Kentucky or string type mop 12 6.00101 Police stairs with ergonomic pickup device 6 0.50102 Police stairs with ergonomic pickup device 8 0.60103 Police stairs with ergonomic pickup device 12 1.00104 Vacuum with Back Pack Vacuum 6 1.20105 Vacuum with Back Pack Vacuum 8 1.60106 Vacuum with Back Pack Vacuum 12 2.40

HEALTHCARE CLEANING Minutes107 Autoclave, Interior 1.00108 Autoclave, Exterior 6.45109 Bassinettes, Nursery: Damp Wipe 2.00110 Bathroom, Shower Fixtures: Damp Wipe 0.67111 Bathroom, Shower Stall: Damp Wipe 1.50112 Bathroom, Soap Dispenser: Damp Wipe 0.17113 Bathroom, Call Switch: Damp Wipe 0.05114 Bathtub, Fixtures: Damp Wipe 0.58115 Bathtub: Damp Wipe 2.00116 Bed Frame: Damp Wipe 2.80117 Bed Footboard: Damp Wipe Sprayer 0.25118 Bed Pan: Clean 0.75119 Bed: Remove Linen 5.00120 Bedside Commode: Empty 2.00121 Bedside Commode: Clean 0.50122 Bedside Stand: Damp Wipe 0.92123 Bedside Call Switch: Damp Wipe 0.050124 Blood Pressure Cuff: Damp Wipe 0.08125 Cardiac Monitor: Damp Wipe 0.17126 Cart, Dressing: Damp Wipe 0.50127 Cupboard: Damp Wipe, Interior & Exterior 1.50128 Curtains, Bed Cubical: Pull Down 2.00129 Dispenser, Drinking Cups: Refill & Damp Wipe 1.00130 Dumb Waiter: Damp Wipe, Interior & Exterior 1.00131 Examination Light: Damp Wipe 0.17132 Examination Table: Damp Wipe 0.50133 Footstool: Damp Wipe 0.25134 Grab Rail: Damp Wipe 0.10135 Gurney: Damp Wipe 1.50136 Hamper Stand: Damp Wipe 0.58137 Hamper: Damp Wipe 0.75138 Hamper Liner: Remove & Replace 0.92139 Intercom Panel: Damp Wipe 0.67140 IV Unit: Damp Wipe 1.50141 IVAC Dispenser: Damp Wipe 0.17142 Light, Wall Mounted: Damp Wipe 0.08143 Light, Over bed: Damp Wipe 0.13144 Light, Over sink: Damp Wipe 0.13145 Mattress clean and sanitize double size mattress against pathogens and mites with machine 40.00146 Refrigerator, Medical: Damp Wipe, Exterior 0.45147 Scale, Weight: Damp Wipe 0.58148 Shelf, Over sink: Damp Woe 0.08149 Sink, Fixtures: Damp Wipe 0.67150 Sink: Damp Wipe 0.25151 Sinks, Scrub: Damp Wipe 4.00152 Sphygmomanometer: Damp Wipe 0.25153 Table, Over bed: Damp Woe 0.75154 Tables Operating Room: Damp Wipe 4.00155 Toilet disinfection with application of EPA approved chemical and brush agitation 0.25

156 Toilet cleaning to remove weekly mineral condition with acid and brush agitation 0.50157 Clean tub and shower grout with shower cleaning chemical and hand brush 1.20158 Clean tub and shower grout with shower cleaning chemical with cone brush on sonic type machine 0.50159 Wheelchair: Damp Wipe 0.58160 Whirlpool: Damp Wipe, Interior & Exterior 7.40161 X-Ray Illuminator, Wall Mount: Damp Wipe 0.33

PATIENT ROOM SERVICE Sq. Ft. Minutes Sq. Ft. Hr.162 Trash/Clean Disinfect Surfaces & Bath/Replace Supplies/Dust Mop Floor 150 12.60 714163 Trash/Clean Disinfect Surfaces & Bath/Replace Supplies/Wet Mop Floor 150 16.20 556164 Trash/Clean Disinfect Surfaces & Bath/Replace Supplies Vacuum Floor 150 14.04 641165 Trash/Clean Disinfect Surfaces & Bath/Replace Supplies/Flat Mop Floor 150 14.40 625

SEATING, AUDIENCE TYPE, HARD SURFACE Sq. Ft. Minutes Sq. Ft. Hr.166 Dust with Duster 1000 6.00 10,000167 Dust with Treated Cloth 1000 12.00 5,000168 Damp Wipe with Trigger Sprayer & Cloth 1000 18.00 3,333

SEATING, UPHOLSTERED Sq. Ft. Minutes Sq. Ft. Hr.169 Vacuum with Hand-Held Duster Vacuum 1000 96.00 625170 Vacuum with Tank/Canister Vacuum 1000 102.00 588171 Vacuum with Back Pack Vacuum 1000 87.00 690

TELEPHONE, DESK Sq. Ft. Minutes Sq. Ft. Hr.172 Sanitize using Trigger Sprayer & Cloth/Cleaner-Disinfectant — 0.67 —

TELEPHONE, WALL Sq. Ft. Minutes Sq. Ft. Hr.173 Wall: Sanitize using Trigger Sprayer & Cloth/Cleaner-Disinfectant — 1.00 —

TRASH REMOVAL Sq. Ft. Minutes Sq. Ft. Hr.174 Empty Trash/Ash Trays/Pencil Sharpener & Wipe Clean 2 Each 1.00 —175 Empty Trash/Ash Trays/Pencil Sharpener, Wipe Clean & Reline Basket 2 Each 1.50 —

TRASH PICK UP Sq. Ft. Minutes Sq. Ft. Hr.176 Pick Up Loose Debris with Lobby Pan & Porter Broom/Scraper Up Gum 1,000 18.00 3,333

Clean & Polish SurfacesALUMINUM Sq. Ft. Minutes Sq. Ft. Hr.

177 Clean/Polish with Trigger Sprayer/Chemical & Cloth 25 3 500BRASS Sq. Ft. Minutes Sq. Ft. Hr.

178 Clean/Polish with Trigger Sprayer/Chemical & Cloth 25 3 500COPPER Sq. Ft. Minutes Sq. Ft. Hr.

179 Clean/Polish with Trigger Sprayer/Chemical & Cloth 25 3 500DRINKING FOUNTAIN SERVICE Minutes

180 Spray wipe and clean with all purpose cleaner or disinfectant and wipe dry — 0.50 —181 Apply stainless steel polish, wipe clean and dry without streaks — 0.75 —182 Apply descaler, allow to dwell for 30 seconds, rinse and wipe dry (light scale removal) — 1.00 —183 Apply descaler, allow to dwell for 30 seconds, scrub with hand brush, rinse and wipe dry — 1.60 —184 Apply descaler, allow to dwell for 30 seconds, scrub with cone brush on sonic type machine, rinse and wipe dry — 1.20 —

FURNITURE Sq. Ft. Minutes Sq. Ft. Hr.185 Clean/Polish with Trigger Sprayer/Chemical &Cloth 100 8.4 714

HAND RAILS/BANISTER Lin. Ft. Minutes186 Clean/Polish with Trigger Sprayer/Chemical &Cloth 100 4.46

KITCHEN SERVICE187 Stainless Steel sink strainer cleaning with descaler chemical and green hand pad, rinse and wipe dry — 0.75 —188 Stainless Steel sink strainer cleaning with descaler chemical and cone brush on sonic type machine, rinse and wipe dry — 0.55 —

STAINLESS STEEL Sq. Ft. Minutes Sq. Ft. Hr.189 Clean/Polish with Trigger Sprayer/Chemical & Cloth 10 1.20 500

WOOD PANELING Sq. Ft. Minutes Sq. Ft. Hr.190 Clean/Polish with Trigger Sprayer/Chemical & Cloth 100 12.00 500

WINDOW BLINDS, MINI VENETIAN Sq. Ft. Minutes Sq. Ft. Hr.191 Wipe with Trigger Sprayer & Cloth 32 0.96 2,000192 Dust with Duster 32 0.58 3,310193 Dust with Mini-Blind Brush 32 1.54 1,247194 Dust with Treated Cloth 32 0.77 2,494195 Vacuum with Tank/Canister Vacuum 32 0.86 2,233196 Vacuum with Backpack Vacuum 32 0.81 2,370197 Vacuum with Handheld Duster Vacuum 32 0.96 2,000198 Remove & Clean in Ultrasonic Dip & Return 4 Blinds 12.00 —

Restroom ServicePORTER Minutes

199 Check and replace folded hand towels in one dispenser 0.50200 Check and replace roll hand towels in one dispenser 0.65201 Check and replace toilet tissue rolls in one dispenser 0.50202 Check and replace hand soap in one dispenser 0.50203 Toilet disinfection with application of EPA approved chemical and toilet brush agitation 0.25204 Toilet disinfection with application of EPA approved chemical and ergonomic, turks head style toilet brush agitation 0.22205 Toilet cleaning to remove weekly mineral condition with acid and bowl mop agitation 0.50

RESTROOM SERVICE206 Grout Cleaning with grout whitener and hand brush (4 lines 6") 0.70207 Grout cleaning with grout whitener and cone brush on sonic type machine (4 lines 6" 0.25208 Scale removal under toilet rim (heavy dark) with bowl brush and chemical descaler 0.60209 Scale removal under toilet rim (heavy dark) with cone brush on sonic type machine and chemical descaler 0.50210 Scale removal around sink rim with brush and chemical descaler 0.50211 Scale removal around sink rim with cone brush on sonic type machine and chemical descaler 0.30212 Scale removal around faucet base with brush and chemical descaler 1.10213 Scale removal around sink rim with cone brush on sonic type machine and chemical descaler 0.75214 Scale removal around toilet seat hinges with brush and chemical descaler 0.85215 Scale removal around toilet seat hinges with cone brush on sonic type machine and chemical descaler 0.50216 Bradley 360° wash fountain cleaning to remove residues with disinfection and agitation 1.00217 Bradley 360° wash fountain cleaning to remove weekly mineral condition with acid and agitation 2.00218 Bradley 180° wash fountain cleaning to remove residues with disinfection and agitation 0.50219 Bradley 180° wash fountain cleaning to remove weekly mineral condition with acid and agitation 1.00

RESTROOM SERVICE Item Minutes Sq. Ft. Hr.220 Trash/Replace Supplies Touch Up, as Needed 9 Fxtrs 3.00 —221 Trash/Clean/Disinfect/Fixtures/Wipe Mirrors/Replace Supplies/Sweep Floor 9 Fxtrs 14.75 —222 Trash/Clean Disinfect Fixtures/Wipe Mirrors/Replace Supplies/Wet Mop Floor 9 Fxtrs 27.00 —223 Trash/Clean Disinfect Fixtures/Wipe Mirrors/Replace Supplies/Sweep/Clean Floor using Automated Touch-less Cleaning Machine System 9 Fxtrs 20.88 —224 Toilet cleaning with 25 gallon spray and blow-dry machine — 1 min. 60 ea.225 Urinal cleaning with 25 gallon spray and blow-dry machine — 1 min. 60 ea.226 Sink cleaning with 25 gallon spray and blow-dry machine — 1 min. 60 ea.

Carpet CareCARPET Sq. Ft. Minutes Sq. Ft. Hr.

227 Protect From Soiling using Pump Sprayer & Soil Protection Chemical 1,000 10.20 5,882228 Soil Protection Chemical and Electric Sprayer 1,000 4.54 13,216229 Spot Remove by testing, Applying Spot Remover & Blotting — 1 Spot — 4.00 —230 Bonnet Clean with Immersion Method using 17" Rotary Floor Machine 1,000 69.60 862231 Bonnet Clean with Immersion Method using 20" Rotary Floor Machine 1,000 62.86 955232 Bonnet Clean with Immersion Method using 21" Rotary Floor Machine 1,000 60.00 1,000233 Bonnet Clean with Spray-On Method using 17" Rotary Floor Machine 1,000 54.00 1,111234 Bonnet Clean with Spray-On Method using 20" Rotary Floor Machine 1,000 47.25 1,270235 Bonnet Clean with Spray-On Method using 21" Rotary Floor Machine 1,000 44.40 1,351236 Apply Carpet Pre-treatment using Pump Tank Sprayer 1,000 10.20 5,882237 Apply Carpet Pre-treatment using Electric Sprayer 1,000 4.54 13,216238 Dry Clean, Spread Dry Cleaning Compound 1,000 13.20 4,545239 Dry Clean, Agitate Dry Compound with 12" Revolving Brushes Machine 1,000 34.80 1,724240 Dry Clean, Agitate Dry Compound with 24" Revolving Brushes Machine 1,000 25.20 2,381241 Dry Clean Vacuum Up Dry Compound with 12" Upright Vacuum 1,000 34.80 1,724242 Dry Clean Vacuum Up Dry Compound with 14" Twin Motor Upright Vacuum 1,000 31.00 1,935243 Dry Clean Vacuum Up Dry Compound with 16" Upright Vacuum 1,000 30.00 2,000244 Dry Clean Vacuum Up Dry Compound with 18" Twin Motor Upright Vacuum 1,000 25.00 2,400245 Dry Foam Clean using 12" Machine that Requires Separate Foam Pick-Up 1,000 34.80 1,724246 Dry Foam Clean using 14" Machine that Requires Separate Foam Pick-Up 1,000 30.00 2,000247 Dry Foam Clean using 18" Machine that Requires Separate Foam Pick-Up 1,000 25.20 2,381248 Dry Foam Clean using 28" Machine that Requires Separate Foam Pick-Up 1,000 19.80 3,030249 Dry Foam Clean using One-Pass 13" Machine with Simultaneous Foam Pick-Up 1,000 33.00 1,818250 Dry Foam Clean using One-Pass 24" Machine with Simultaneous Foam Pick-Up 1,000 22.80 2,632251 Extraction Clean using Portable Machine with Hose & 12" Suction Head 1,000 120.00 500252 Extraction Clean using Portable Machine with Hose & 16" Suction Head 1,000 110.00 545253 Extraction Clean using Portable Machine with Hose & 12" Agitator Power head 1,000 64.80 926254 Extraction Clean using Portable Machine with Hose & 14" Agitator Power head 1,000 60.00 1,000

255 Extraction Clean using Portable Machine with Hose & 17" Turbo Rotating Power Head 1,000 15.00 4,000256 Extraction Clean with 1 1" direct hook-up high-flow machine 1,000 18.33 3,273257 Extraction Clean using 11" Self-Contained, Self-Propelled Machine 1,000 55.00 1,091258 Extraction Clean using 16" Self-Contained, Non-Propelled Machine 1,000 35.00 1,714259 Extraction Clean using 16" Self-Contained, Self-Propelled Machine 1,000 29.00 2,069260 Extraction Clean using 21" Self-Contained, Self-Propelled Machine: Electric 1,000 15.00 4,000261 Extraction Clean using 22" Self-Contained, Self-Propelled Machine: Electric 1,000 14.31 4,193262 Extraction Clean using 28" Self-Contained, Self-Propelled Machine: Battery 1,000 11.60 5,172263 Rotary Shampoo with 175 rpm 17" Rotary Floor Machine 1,000 60.00 1,000264 Shampoo with 20" Rotary 175 rpm Floor Machine 1,000 58.06 1,033265 Rotary Shampoo with 175 rpm 21" Rotary Floor Machine 1,000 55.20 1,087266 Rotary Shampoo with 350 rpm 17" Rotary Floor Machine 1,000 49.80 1,205267 Shampoo with 20" 350 rpm Rotary Floor Machine 1,000 47.86 1,254268 Rotary Shampoo with 350 rpm 21" Rotary Floor Machine 1,000 45.00 1,333269 Rinse & Extract Shampoo using Portable Extractor with Hose & 12" Suction Head 1,000 60.00 1,000270 Rinse & Extract Shampoo using Portable Extractor with Hose & 16" Suction Head 1,000 55.20 1,087271 Scrub using One-Pass Machine with 12" Twin Cylindrical Brushes & Wet Pick-Up 1,000 27.00 2,222272 Scrub using One-Pass Machine with 24" Twin Cylindrical Brushes & Wet Pick-Up 1,000 15.00 4,000273 Scrub with 7" dual counter rotating brush machine and chemical application 1,000 45.94 1,306274 Scrub with 11" dual counter rotating brush machine and chemical application 1,000 29.23 2,053275 Scrub with 15" dual counter rotating brush machine and chemical application 1,000 21.44 2,799276 Scrub with 30" dual counter rotating brush machine and chemical application 1,000 10.72 5,597277 Spot Sweep with 10" Pickup sweeper 1,000 5.00 12,000278 Vacuum with 12" Upright Vacuum 1,000 26.80 2,239279 Vacuum with 12" Upright Vacuum with automatic brush adjustment & bag fill control 1,000 24.60 2,439280 Vacuum with 14" Upright Vacuum 1,000 21.00 2,857281 Vacuum with 14" Twin Motor Upright 1,000 18.50 3,243282 Vacuum with 16" Upright Vacuum 1,000 14.20 4,225284 Vacuum with 18" Twin Motor Upright with automatic brush adjustment & bag fill control 1,000 16.40 3,659285 Vacuum with 18" Twin Motor Upright 1,000 15.00 4,000286 Vacuum with 20" Upright Vacuum 1,000 15.60 3,846287 Vacuum with 22" Upright Vacuum 1,000 13.80 4,348288 Vacuum with 24" Upright Vacuum 1,000 12.00 5,000289 Vacuum with 26" Large Area Push-Type Vacuum 1,000 10.80 5,556290 Vacuum with 28" Large Area Push-Type Vacuum 1,000 7.50 8,000291 Vacuum with 30" Large Area Push-Type Vacuum 1,000 6.00 10,000292 Vacuum with 32" Large Area Push-Type Vacuum 1,000 4.00 15,000293 Vacuum with 34" Battery Powered Vacuum 1,000 6.50 9,231294 Vacuum with Back-Pack Vacuum & 12" Orifice Carpet Tool 1,000 8.25 7,273295 Vacuum with Back-Pack Vacuum & 14" Orifice Carpet Tool 1,000 8.10 7,407296 Vacuum with Back-Pack Vacuum & 16" Orifice Carpet Tool 1,000 8.00 7,500297 Vacuum with Back-Pack Vacuum & 18" Orifice Carpet Tool 1,000 7.75 7,742298 Vacuum with Back-Pack Vacuum & 20" Orifice Carpet Tool 1,000 7.50 8,000299 Vacuum with Back-Pack Vacuum & 22" Orifice Carpet Tool 1,000 6.65 9,023300 Vacuum with Back-Pack Vacuum & 24" Orifice Carpet Tool 1,000 6.00 10,000301 Vacuum with Scrap-Trap type Vacuum with 12" Carpet Tool 1,000 9.10 6,593302 Vacuum with Scrap-Trap type Vacuum with 16" Carpet Tool 1,000 8.50 7,059303 Vacuum with Tank Type/Canister Vacuum & 12" Orifice Carpet Tool 1,000 24.00 2,500304 Vacuum with Tank Type/Canister Vacuum & 16" Orifice Carpet Tool 1,000 22.20 2,703305 Vacuum with Tank Type/Canister Vacuum & 14" Orifice Carpet Tool 1,000 20.40 2,941306 Vacuum with Tank Type/Canister Vacuum & 18" Orifice Carpet Tool 1,000 18.60 3,226307 Vacuum with Tank Type/Canister Vacuum & 20" Orifice Carpet Tool 1,000 16.80 3,571308 Vacuum with Tank Type/Canister Vacuum & 22" Orifice Carpet Tool 1,000 15.00 4,000309 Vacuum with Tank Type/Canister Vacuum & 24" Orifice Carpet Tool 1,000 13.20 4,545310 Wet Pick-Up with Tank Type Wet Vacuum & 12" Orifice Pick-Up Tool 1,000 30.00 2,000311 Wet Pick-Up with Tank Type Wet Vacuum & 14" Orifice Pick-Up Tool 1,000 28.20 2,128312 Wet Pick-Up with Tank Type Wet Vacuum & 16" Orifice Pick-Up Tool 1,000 26.40 2,273313 Wet Pick-Up with Tank Type Wet Vacuum & 18" Orifice Pick-Up Tool 1,000 24.60 2,439314 Wet Pick-Up with Tank Type Wet Vacuum & 20" Orifice Pick-Up Tool 1,000 22.80 2,632315 Wet Pick-Up with Tank Type Wet Vacuum & 22" Orifice Pick-Up Tool 1,000 21.00 2,857316 Wet Pick-Up with Tank Type Wet Vacuum & 24" Orifice Pick-Up Tool 1,000 19.20 3,125

Hard Floor Care

FLOOR Sq. Ft. Minutes Sq. Ft. Hr.317 Apply Floor Finish using Mop 1,000 36.00 1,667318 Apply Floor Finish using Lambswool Applicator 1,000 30.00 2,000319 Apply Floor finish using Gravity-Feed Applicator 1,000 24.00 2,500320 Refinish using 10 gallon rolling bucket ergonomic handle flat microfiber mop 1,000 5.0 12,000321 Apply Floor Finish using back pack applicator and 24" microfiber mop 1,000 9.5 6,316322 Apply Floor Seal using Mop 1,000 36.00 1,667323 Apply Floor Seal using Lambswool Applicator 1,000 30.00 2,000324 Apply Floor Seal using Gravity-Feed Applicator 1,000 24.00 2,500325 Apply Floor Seal using back pack applicator and 24" microfiber mop 1,000 9.5 6,316326 Apply Floor Seal using 10 gallon rolling bucket, ergonomic handle, flat microfiber mop 1,000 6.5 9,231327 Clean Baseboards with Manual Swivel Cleaning Tool & Handle 1,000 6.60 9,091328 Clean Baseboards with Automatic Rotary Vertical Brush Machine 1,000 3.00 20,000329 Damp Mop with 12 oz. Mop Head using Single Bucket & Wringer 1,000 16.80 3,571330 Damp Mop with 12 oz. Mop Head using Double Bucket & Wringer 1,000 15.60 3,846331 Damp Mop with 16 oz. Mop Head using Single Bucket & Wringer 1,000 14.40 4,167332 Damp Mop with 16 oz. Mop Head using Double Bucket & Wringer 1,000 13.20 4,545333 Damp Mop with 24 oz. Mop Head using Single Bucket & Wringer 1,000 12.00 5,000334 Damp Mop with 24 oz. Mop Head using Double Bucket & Wringer 1,000 10.80 5,556335 Damp Mop with 32 oz. Mop Head using Single Bucket & Wringer 1,000 9.60 6,250336 Damp Mop with 32 oz. Mop Head using Double Bucket & Wringer 1,000 8.40 7,143337 Damp Mop with 18" Microfiber Flat, Break Mop Holder, Using Double-Sided Bucket and Open-Base Wringer 1,000 6.18 9,693338 Damp Mop using 10 gallon rolling bucket, ergonomic handle flat microfiber mop 1,000 6.5 9,231339 Dry Buff/Polish with 175 rpm 12" Rotary Floor Machine Electric 1,000 40.20 1,493340 Dry Buff/Polish with 175 rpm 14" Rotary Floor Machine Electric 1,000 34.80 1,724341 Dry Buff/Polish with 175 rpm 17" Rotary Floor Machine Electric 1,000 30.00 2,000342 Dry Buff/Polish with 175 rpm 20" Rotary Floor Machine Electric 1,000 25.20 2,381343 Dry Buff/Polish with 350 rpm 17" Rotary Floor Machine Electric 1,000 19.80 3,030344 Dry Buff/Polish with 350 rpm 20" Rotary Floor Machine Electric 1,000 15.00 4,000345 Dry Buff/Polish with 1000 + rpm 17" Rotary Floor Machine Electric 1,000 7.20 8,333346 Dry Buff/Polish with 1000 + rpm 20" Rotary Floor Machine Electric 1,000 6.60 9,091347 Dry Buff/Polish with 1000 + rpm 27" Rotary Floor Machine Electric 1,000 4.80 12,500348 Dry Buff/Polish with 2000 + rpm 17" Rotary Floor Machine Electric 1,000 6.60 9,091349 Dry Buff/Polish with 2000 + rpm 20" Rotary Floor Machine Electric 1,000 6.00 10,000350 Dry Burnish with 2000 + rpm 24" Burnisher - Battery - Self Propelled 1,000 3.33 18,018351 Dry Buff/Polish with 2000 + rpm 24" Rotary Floor Machine Electric 1,000 4.80 12,500352 Dry Buff/Polish with 2000 + rpm 27" Rotary Floor Machine Electric 1,000 4.20 14,286353 Dry Buff/Polish with 2000 + rpm 22" Rotary Floor Machine - Battery 1,000 3.35 17,910354 Dry Buff/Polish with 2000 + rpm 17" Rotary Floor Machine - Propane 1,000 4.30 13,953355 Dry Buff/Polish with 2000 + rpm 20" Rotary Floor Machine - Propane 1,000 3.65 16,438356 Dry Burnish with 2000 + rpm 24" Burnisher - Electric 1,000 4.75 12,632357 Dry Buff/Polish with 2000 + rpm 24" Rotary Floor Machine - Propane 1,000 3.05 19,672358 Dry Burnish with 2500 + rpm 20" Burnisher - Electric 1,000 4.80 12,500359 Dry Burnish with 2500 + rpm 20" Burnisher - Battery 1,000 3.69 16,260360 Dry Burnish with 2500 + rpm 20" Burnisher - Battery - Self Propelled 1,000 2.50 24,000361 Dry Burnish with 1600 + rpm 27" Burnisher - Battery 1,000 2.72 22,059362 Dry Burnish with 1600 + rpm 27" Burnisher - Battery - Self Propelled 1,000 1.85 32,432363 Dry Buff/Polish with 2000 + rpm 27" Rotary Floor Machine - Propane 1,000 2.70 22,222364 Dust Mop with 12" Mop using Dust Treatment Chemical 1,000 13.20 4,545365 Dust Mop with 18" Mop using Dust Treatment Chemical 1,000 9.00 6,667366 Dust Mop with 24" Mop using Dust Treatment Chemical 1,000 7.20 8,333367 Dust Mop with 30" Mop using Dust Treatment Chemical 1,000 6.00 10,000368 Dust Mop with 36" Mop using Dust Treatment Chemical 1,000 4.80 12,500369 Dust Mop with 42" Mop using Dust Treatment Chemical 1,000 3.60 16,667370 Dust Mop with 48" Mop using Dust Treatment Chemical 1,000 2.40 25,000371 Dust Mop with 60" Mop using Dust Treatment Chemical 1,000 1.80 33,333372 Dust Mop with 72" Mop using Dust Treatment Chemical 1,000 1.20 50,000373 Dust Mop with 63" Riding Machine Mop 1,000 0.30 200,000374 Scrub with 175 rpm 12" Floor Machine that Requires Separate Wet Pick-Up 1,000 48.00 1,250375 Scrub with 175 rpm 14" Floor Machine that Requires Separate Wet Pick-Up 1,000 40.20 1,493376 Scrub with 175 rpm 17" Floor Machine that Requires Separate Wet Pick-Up 1,000 31.20 1,923377 Scrub with 175 rpm 20" Floor Machine that Requires Separate Wet Pick-Up 1,000 27.00 2,222378 Scrub with 350 rpm 17" Floor Machine that Requires Separate Wet Pick-Up 1,000 19.80 3,030

379 Scrub with 350 rpm 20" Floor Machine that Requires Separate Wet Pick-Up 1,000 16.80 3,571380 Scrub using One-Pass Machine with 12" Twin Cylindrical Brushes & Wet Pick-Up 1,000 12.00 5,000381 Scrub using One-Pass Machine with 24" Twin Cylindrical Brushes & Wet Pick-Up 1,000 6.00 10,000382 Scrub with Automatic Scrubber 17" walk-behind non-propelled unit - Theoretical 1,000 4.71 12,739383 Scrub with Automatic Scrubber 17" Walk-behind non-propelled unit - Practical 1,000 10.14 5,917384 Scrub with Automatic Scrubber 21" Walk-behind non-propelled unit - Theoretical 1,000 3.81 15,748385 Scrub with Automatic Scrubber 21" Walk-behind non-propelled unit - Practical 1,000 8.21 7,308386 Scrub with Automatic Scrubber 24" Walk-behind non-propelled unit - Theoretical 1,000 3.33 18,018387 Scrub with Automatic Scrubber 24" Walk-behind non-propelled unit - Practical 1,000 7.18 8,357388 Scrub with Automatic Scrubber Scrub with 20" - wheel-propelled unit - Theoretical 1,000 3.00 20,000389 Scrub with Automatic Scrubber Scrub with 20" - wheel-propelled unit - Practical 1,000 6.47 9,274390 Scrub with Automatic Scrubber 21" Walk-behind wheel-propelled unit - Theoretical 1,000 2.86 20,979391 Scrub with Automatic Scrubber 21" Walk-behind wheel-propelled unit - Practical 1,000 6.16 9,740392 Scrub with Automatic Scrubber 24" Walk-behind wheel-propelled unit - Theoretical 1,000 2.50 24,000393 Scrub with Automatic Scrubber 24" Walk-behind wheel-propelled unit - Practical 1,000 5.39 11,132394 Scrub with Automatic Scrubber 27" Walk-behind wheel-propelled unit - Theoretical 1,000 2.22 27,027395 Scrub with Automatic Scrubber 27' Walk-behind wheel-propelled unit - Practical 1,000 4.79 12,526396 Scrub with Automatic Scrubber 32' Walk-behind wheel-propelled unit - Theoretical 1,000 1.88 31,915397 Scrub with Automatic Scrubber 32' Walk-behind wheel-propelled unit - Practical 1,000 4.04 14,851398 Scrub with Automatic Scrubber 36' Walk-behind wheel-propelled unit - Theoretical 1,000 1.67 35,928399 Scrub with Automatic Scrubber 36' Walk-behind wheel-propelled unit - Practical 1,000 3.59 16,713400 Scrub with Automatic Scrubber 29' Rider - Theoretical 1,000 1.50 40,000401 Scrub with Automatic Scrubber 29' Rider - Practical 1,000 3.24 18,519402 Scrub with Automatic Scrubber 32' Rider - Theoretical 1,000 1.36 44,118403 Scrub with Automatic Scrubber 32' Rider - Practical 1,000 2.94 20,408404 Scrub with Automatic Scrubber 36' Rider - Theoretical 1,000 1.21 49,587405 Scrub with Automatic Scrubber 36' Rider - Practical 1,000 2.61 22,989406 Scrub with Automatic Scrubber 28' Rider with recycling - Theoretical 1,000 1.56 38,462407 Scrub with Automatic Scrubber 28' Rider with recycling - Practical 1,000 3.36 17,857408 Scrub with Automatic Scrubber 32' Rider with recycling - Theoretical 1,000 1.37 43,796409 Scrub with Automatic Scrubber 32' Rider with recycling - Practical 1,000 2.94 20,408410 Scrub with Automatic Scrubber 34' Rider with recycling - Theoretical 1,000 1.28 46,875411 Scrub with Automatic Scrubber 34' Rider with recycling - Practical 1,000 2.77 21,661412 Spray Buff with 175 rpm 12' Rotary Floor Machine & Finish Restorer 1,000 45.00 1,333413 Spray Buff with 175 rpm 14' Rotary Floor Machine & Finish Restorer 1,000 40.20 1,493414 Spray Buff with 175 rpm 17' Rotary Floor Machine & Finish Restorer 1,000 34.80 1,724415 Spray Buff with 175 rpm 20' Rotary Floor Machine & Finish Restorer 1,000 30.00 2,000416 Spray Buff with 175 rpm 24' Rotary Floor Machine & Finish Restorer 1,000 25.20 2,381417 Spray Buff with 350 rpm 17' Rotary Floor Machine & Finish Restorer 1,000 25.20 2,381418 Spray Buff with 350 rpm 20' Rotary Floor Machine & Finish Restorer 1,000 19.80 3,030419 Spray Buff with 1000 + rpm 17' Rotary Machine & Finish Restorer 1,000 8.40 7,143420 Spray Buff with 1000 + rpm 20' Rotary Machine & Finish Restorer 1,000 7.80 7,692421 Spray Buff with 1000 + rpm 27" Rotary Machine & Finish Restorer 1,000 6.00 10,000422 Spray Buff with 2000 + rpm 17" Rotary Machine & Finish Restorer 1,000 7.80 7,692423 Spray Buff with 2000 + rpm 20" Rotary Machine & Finish Restorer 1,000 7.20 8,333424 Spray Buff with 2000 + rpm 20" Rotary Machine & Finish Restorer - Propane 1,000 4.20 14,286425 Spray Buff with 2000 + rpm 24" Rotary Machine & Finish Restorer - Propane 1,000 3.50 17,143426 Spray Buff with 2000 + rpm 27" Rotary Machine & Finish Restorer - Propane 1,000 3.10 19,355427 Spray Buff with 2000 + rpm 22" Rotary Machine & Finish Restorer - Battery 1,000 6.20 9,677428 Strip with 175 rpm 17" Rotary Floor Machine that Requires Separate Wet Pick-Up 1,000 79.80 752429 Damp Mop with 18" Microfiber Flat, Rigid Mop Holder, Using Disinfectant Bucket and Single Use Mops 1,000 14.56 4,120430 Strip with 175 rpm 20" Rotary Floor Machine that Requires Separate Wet Pick-Up 1,000 75.00 800431 Strip with 6 hour Stnpping Solution, 175 rpm 17" Rotary Floor Machine that requires separate Wet Pick-up 1,000 65.00 923432 Strip with 350 rpm 17" Rotary Floor Machine that Requires Separate Wet Pick-Up 1,000 52.80 1,136433 Strip with 350 rpm 20" Rotary Floor Machine that Requires Separate Wet Pick-Up 1,000 45.00 1,333434 Strip using 30" Rotary Floor Machine

with dual counter-rotating brushes 1150 rpm and 250 rpm - Theoretical 1,000 2.67 22,472435 Stnp using 30" Rotary Floor Machine

with dual counter-rotating brushes 1150 rpm and 250 rpm - Practical 1,000 3.75 16,000436 Strip with Mop-On Chemical that Requires Separate Wet Pick-Up 1,000 18.00 3,333437 Sweep with 8" Corn/Synthetic Broom 1,000 25.20 2,381438 Sweep with 12" Push Broom 1,000 24.00 2,500439 Sweep with 16" Push Broom 1,000 20.00 3,000440 Sweep with 18" Push Broom 1,000 18.80 3,191441 Strip with 6 hour Stripping Solution, 1 75 rpm 20" Rotary Floor Machine that requires Separate Wet Pick-up 1,000 60.20 968

442 Sweep with 24" Push Broom 1,000 15.40 3,896443 Sweep with 30" Push Broom 1,000 12.00 5,000444 Sweep with 36" Push Broom 1,000 10.80 5,556445 Sweep with 42" Push Broom 1,000 8.60 6,977446 Sweep with 48" Push Broom 1,000 7.40 8,108447 Sweep with 26" Push Sweeper Machine 1,000 4.00 15,000448 Sweep with 32" Push Sweeper Machine 1,000 3.40 17,647449 Sweep with 36" Rider Sweeper - Theoretical 1,000 1.20 50,000450 Sweep with 36" Rider Sweeper - Practical 1,000 1.52 39,474451 Sweep with 39" Rider Sweeper - Theoretical 1,000 1.11 54,054452 Sweep with 39" Rider Sweeper - Practical 1,000 1.40 42,857453 Sweep with 43" Rider Sweeper - Theoretical 1,000 0.80 75,000454 Sweep with 43" Rider Sweeper - Practical 1,000 1.01 59,406455 Sweep with 56" Rider Sweeper - Theoretical 1,000 0.61 98,361456 Sweep with 56" Rider Sweeper - Practical 1,000 0.78 76,923457 With Pick-Up with Tank Type Wet Vacuum & 12" Orifice Pick-Up Tool 1,000 27.00 2,222458 With Pick-Up with Tank Type Wet Vacuum & 14" Orifice Pick-Up Tool 1,000 25.20 2,381459 With Pick-Up with Tank Type Wet Vacuum & 16" Orifice Pick-Up Tool 1,000 23.40 2,564460 With Pick-Up with Tank Type Wet Vacuum & 18" Orifice Pick-Up Tool 1,000 21.60 2,778461 With Pick-Up with Tank Type Wet Vacuum & 20" Orifice Pick-Up Tool 1,000 19.80 3,030462 With Pick-Up with Tank Type Wet Vacuum & 22" Orifice Pick-Up Tool 1,000 18.00 3,333463 With Pick-Up with Tank Type Wet Vacuum & 24" Orifice Pick-Up Tool 1,000 16.20 3,704464 Wet Mop & Rinse with 12 oz. Mop Using Single Bucket & Wringer 1,000 45.00 1,333465 Wet Mop & Rinse with 12 oz. Mop Using Double Bucket & Wringer 1,000 42.00 1,429466 Wet Mop & Rinse with 16 oz. Mop Using Single Bucket & Wringer 1,000 34.80 1,724467 Wet Mop & Rinse with 16 oz. Mop Using Double Bucket & Wringer 1,000 31.80 1,887468 Wet Mop & Rinse with 24 oz. Mop Using Single Bucket & Wringer 1,000 23.40 2,564469 Wet Mop & Rinse with 24 oz. Mop Using Double Bucket & Wringer 1,000 20.40 2,941470 Wet Mop & Rinse with 32 oz. Mop Using Single Bucket & Wringer 1,000 18.00 3,333471 Wet Mop & Rinse with 32 oz. Mop Using Double Bucket & Wringer 1,000 15.00 4,000

STAIRWAYS & LANDINGS Sq. Ft. Minutes Sq. Ft. Hr.472 Sweep with Push Broom 150 4.50 2,000473 Dust Mop using Dust Treatment Chemical 150 3.60 2,500474 Damp Mop with Mop Bucket & Wringer 150 5.40 1,667475 Vacuum with Tank/Canister Vacuum 150 4.50 2,000476 Vacuum with Back-Pack Vacuum 150 3.15 2,857477 Vacuum with Upright Vacuum 150 5.85 1,538

ESCALATORS Minute Units Hr.478 Escalator cleaning 24" - 36" stair width with 18" brush machine 1800 strs/hr479 Escalator cleaning 37" + stair width with 18" brush machine 1200 strs/hr480 Escalator hand rail clean —481 Escalator hand rail seal —

Overhead ServicesCEILING ACOUSTICAL Sq. Ft. Minutes Sq. Ft. Hr.

482 Clean with Spray-On Chemical & Extension Handle 1,000 84.00 714CEILING Sq. Ft. Minutes Sq. Ft. Hr.

483 Wash Manually with Sponge using Ladder & Bucket 1,000 168.00 357LIGHT FIXTURE DIFFUSERS Sq. Ft. Minutes Sq. Ft. Hr.

484 Remove & Clean in Ultrasonic Dip & Return 150 12.00 750LIGHT FIXTURES Sq. Ft. Minutes Sq. Ft. Hr.

485 Damp Wipe with Trigger Sprayer & Cloth using Ladder 150 3.00 3,000OVERHEAD SERVICES Sq. Ft. Minutes Sq. Ft. Hr.

486 Damp Wipe with Trigger Sprayer & Cloth using Ladder 150 9.90 909487 Dust with Back-Pack Vacuum using Ladder 1,000 16.20 3,704488 Dust with Duster & Extension Handle 150 0.90 10,000489 Dust with Tank/Canister Vacuum using Ladder 1,000 24.00 2,500490 Dust wit h Hand-Held Duster Vacuum using Ladder 25 22.00 68

VENTS Sq. Ft. Minutes Sq. Ft. Hr.491 Damp Wipe with Trigger Sprayer & Cloth using Ladder — 1 each — 0.50 —

Miscellaneous ServicesCUBICAL CURTAIN Minutes

50 Linear ft.

30 Stairs20 Stairs

50 Linear ft.

492 Remove & Replace with Clean Curtain —1 each — 3 —FURNITURE, UPHOLSTERED Sq. Ft. Minutes Sq. Ft. Hr.

493 Shampoo with Portable Machine 25 12.45 120GARBAGE / TRASH CANS

494 Wash with Pressure Washer - 1 each — 2.00 —495 Wash with Special Can Mounting Sprayer - 1 each — 1.00 —

SYSTEM LIGHT BULBS / TUBES496 Replacing Using Ladder —1 each — 3.00 —

MATS, FATIGUE Sq. Ft. Minutes Sq. Ft. Hr.497 Fatigue: Wash with Pressure Washer 36 3.02 715

MATS, WALK-OFF Sq. Ft. Minutes Sq. Ft. Hr.498 Walk-off: Mats, Wash with Pressure Washer. 36 3.02 715

WALLS, PARTITION, FABRIC Sq. Ft. Minutes Sq. Ft. Hr.499 Partition, Fabric: Vacuum with Back-Pack Vacuum K& 12 Orifice tool 120 3.24 2,222500 Partition, Fabric: Vacuum with Tank/Canister Vacuum K& 12 Orifice tool 120 3.96 1,818

WALLS Sq. Ft. Minutes Sq. Ft. Hr.501 Wash Manually with Wall Mop, Extension Handle, Bucket & Wringer 120 23.98 300502 Wash Manually with sponge, Bucket & Wringer using Ladder 120 36.00 200503 Wash with Wall Washing Machine using Ladder 120 12.02 599504 Wash with Wall Washing Machine using Leg Extensions 120 6.00 1,200

Windows WINDOWS Sq. Ft. Minutes Sq. Ft. Hr.

505 Wash with Brush, Squeegee & Bucket 100 10.02 599506 Wash with High-Rise Extension Tools 100 13.20 455507 Wash with Trigger Sprayer & Cloth 100 11.40 526508 Interior & Exterior: Wash with Trigger Sprayer & Cloth 200 22.80 526509 Interior: Wash with Brush, Squeegee & bucket 100 10.02 599510 Interior: Wash with Trigger Sprayer & Cloth 100 11.40 526511 Multiple Pane: Wash with Trigger Sprayer & Cloth — 1 Pane — 0.07 —

WALKWAY / STEPS Sq. Ft. Minutes Sq. Ft. Hr.512 Sweep with 8" Corn/Synthetic Broom 300 7.56 2,381513 Sweep with 12" Push Broom 300 4.50 4,000514 Sweep with 16" Push Broom 300 3.60 5,000515 Sweep with 18" Push Broom 300 3.24 5,556516 Sweep with 24" Push Broom 300 2.52 7,143

SPECIALIST WORKLOADING Sq. Ft. Minutes Sq. Ft. Hr.517 Light Duty Specialist office building cleaning 1,000 6.00 10,000518 Light Duty Routine Speed (Low) 1,000 4.61 13,015519 Light Duty Routine Speed (High) 1,000 3.62 16,575520 Light Duty Routine Speed (Average) 1,000 10.51 5,709521 Vacuum Specialist office building 1,000 6.00 10,000522 Vacuum Routine Speed (Low) 1,000 4.61 13,015523 Vacuum Routine Speed (High) 1,000 3.62 16,575524 Vacuum Detail Speed (Average) 1,000 10.51 5,709525 Restroom Specialist office building during training — each fixture — 2.00 —526 Restroom Specialist office building after training — each fixture — 1.50 —527 Restroom Specialist Absence Staffing Trash and Dash (per fixture) — 1.00 —528 Light Duty Specialist school cleaning w/o sinks in classroom — each room — 4.50 —529 Light Duty Specialist school cleaning with sinks in classroom — each room — 5.75 —530 Vacuum Specialist school cleaning — each room — 7.50 —531 Restroom Specialist school cleaning during training — each fixture — 3.00 —532 Restroom Specialist school cleaning after training — each fixture — 2.00 —533 Stairwells vacuum (per flight) — 8.00 —534 Elevators (per cab) — 10.00 —535 Remove trash to designated area — 60 60,000536 Utility Specialist damp mop daily — — 4,650537 Utility Specialist spot mop daily — — 12,225538 Utility Specialist spot clean carpet (calculate spots on 35% of carpet only) — — 60,000539 Check-in and travel to area, beginning of shift — 2.00 —540 Equipment clean-up and restock, end of shift — 5.00 —

Workloading Guidebook 2012 - Massco Maintenance … · 2014-06-12 · Workloading Guidebook 2012 ....

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Transcript of Workloading Guidebook 2012 - Massco Maintenance … · 2014-06-12 · Workloading Guidebook 2012 ....