We help cleaning and facility management companies win and keep institutional contracts.

Situation

Quality inspection across a large institutional portfolio was running on paper checklists. Supervisors completed forms on site, carried them back, and the monthly client report was assembled by hand from whatever had survived the journey. Management had no view of a site's condition until weeks after the visit.

What was missing

There was no inspection standard that produced comparable numbers. Scoring varied by inspector, evidence was rarely attached to a finding, corrective actions were tracked in nobody's system, and no report could be produced on demand.

What we built

A digital inspection system: structured forms with weighted scoring, photographic evidence captured against each finding, corrective actions logged with an owner and a due date, and an automated report generated and issued the same evening as the inspection.

What changed

Site condition became visible the day it was inspected rather than at month end. During implementation the scoring logic was audited and a calculation fault was found that had been understating site scores for months — every affected site was restated on the corrected basis.

Situation

The company intended to pursue ISO 9001:2015 certification. Departments had grown separately and each ran its own version of a procedure, so the same task was carried out three different ways depending on who was doing it.

What was missing

There was no controlled documentation at all. Procedures existed as habit and as unversioned files, with no document reference, no revision history, no review date and no owner — none of which survives a certification audit.

What we built

A full gap analysis against the standard, then a controlled document set: 20+ standard operating procedures, each carrying a document reference, version number, approval and scheduled review date, with departmental procedures reconciled into a single set of company standards.

What changed

The company moved from undocumented practice to an auditable quality management system with a documented path to certification readiness, and procedures that read the same in every department.

Situation

Supervision quality moved with staffing. A strong supervisor held a site to standard and a new one did not, because the standard lived in individual judgement rather than in anything written down or taught.

What was missing

There was no supervisor training structure, no defined competencies, no assessment, and no record that any individual had ever been trained on the procedure they were being held to.

What we built

A 20-day structured supervisor development programme with defined learning objectives and competency sign-off, supported by a 14-module self-study manual for inspectors and a standing supervisor reference manual.

What changed

Supervision became a trained and recorded competency rather than an assumption. New supervisors entered a defined programme instead of learning by observation, and training could be evidenced to a client or an auditor on request.