Work plan of property cleaning supervisor [3]

Although the overall work of this department has achieved good results, there are still some problems. In order to further improve the work next year, the problems existing in our department are summarized as follows.

(1) The staff's professional level and service quality are low.

Through the work and practice of the department for half a year, the service level of customer service staff is low and the service quality is not very high. Mainly manifested in the skills and methods of dealing with problems are not mature enough, the experience of dealing with emergencies is insufficient, and the professional quality in service is not very high.

(B) The performance growth level of property fees is not high.

Judging from the current charging level, there is still a certain gap compared with the average level of 75% in Beijing. The main problems are improper methods of urging fees, low enthusiasm of employees, problems left over from previous and daily services, and low overall service level of the project, among which the enthusiasm of employees and methods of urging fees are the main factors.

(3) The department management system and process are not perfect.

In the past six months, the department focused on charging and repossession, thus neglecting institutionalization. At present, the system of staff management, service standard and operation flow is not perfect, which affects the work efficiency, staff responsibility and work enthusiasm of the department to some extent.

(four) the coordination and handling of the problem is not timely and inappropriate.

The feedback of complaint handling, owner's opinions, suggestions, owner's help and other information is not timely and comprehensive, and the problems are not followed up and reported in time after receiving them, and the methods and methods of dealing with the problems are improper.

Three. Highlights of the 20-year work plan * *

In 20** years, the key work of our department is to further improve the level of property fees by 4-7 percentage points on the basis of XX years; Department management is basically institutionalized, and employees' sense of responsibility and service level have been significantly improved; Various services were carried out in an orderly manner, and the satisfaction rate of owners was greatly improved compared with last year.

(a) continue to strengthen the level of customer service and service quality, the owner satisfaction rate reached about 85%.

(two) to further improve the level of property charges, to ensure that the charging rate reached about 80%.

(3) Strengthen departmental training to ensure that the professional level of customer service personnel has been significantly improved.

(4) Improve the customer service system and process, and basically realize institutionalized management.

(five) closely cooperate with the work of various departments, timely and properly handle the disputes and suggestions of the owners.

(six) to strengthen the management of cleaning outsourcing, so that there are inspections and assessments, and constantly improve the quality of service.

Looking back on 13, our work is full of hardships and frustrations, but we have gained growth and achievements. Looking forward to next year, we are facing opportunities and challenges. To this end, all staff of customer service department will continue to unite and work together with Qixin to achieve departmental goals and contribute to the company's development.

extreme

March auxiliary camp quality improvement: March auxiliary camp quality has been greatly improved, but as the key work of XX company, we still need to comprehensively and effectively improve the auxiliary camp quality. The specific promotion methods are as follows:

1. Make a detailed training plan. (65438 March 2006)

2. Train the cleaning staff of the deputy battalion at noon every day. (continuous)

3. Conduct written and on-site assessment on the cleaning staff at noon every Friday, rank them and give them some rewards. (continuous)

Quality improvement of main business in April: While improving the quality of auxiliary business, strictly monitor and improve the quality of main business. The specific implementation method is as follows:

1. Reorganize the cleaning workflow to find a more attractive cleaning process:

1) and cleaning * * * discuss the status quo of charm cleaning. (April 2)

2) Communicate with professional posts of various projects to understand the cleaning process of other projects (April 5)

3) Formulate a new main business workflow (April 7)

2. Make the daily work flow of the cleaning supervisor and the cleaning monitor (April 1)

3, the construction unit, green place secondary pollution prevention measures. (April 5)

4. Improve the etiquette of the main cleaner: 1) Make a training plan suitable for the main cleaner. (April 1)

2) Conduct etiquette drills three times a day. (Continuous) 3) Evaluate and rank every Friday and give certain rewards (continuous).

Sorting out the key work of environmental protection and internal and external cleaning during the renovation peak period in May, June, July and August: With the arrival of the renovation peak period in May, the environmental protection and internal and external cleaning work will increase a lot of workload and difficulty, so it is necessary to sort out the parts that may cause pollution during this period and formulate effective cleaning measures for these key parts.

1. The inner and outer rings must be cleaned and the key parts combed: (May 1)

1) outer ring: pavement, trash can, leisure chair, lawn, etc.

2) Inner ring: unit doors, steps, entrance doors, fire doors, corridor glass and other parts that are easy to cause pollution.

2. Formulate effective cleaning measures for key parts (May 1)

1) Brush the pavement, trash cans, leisure chairs, lawns, unit doors, steps, entrance doors, fire doors and corridor glass regularly. (as the case may be)

2) Communicate with the customer team from time to time to understand the owner's decoration, and ask the customer assistant to manage the decoration in time to effectively prevent the additional pollution caused by the decoration. (once a week)

3, the rainy season, roads and corridors, halls, steps, elevators focus on cleaning (with dirty).

4, patrol area management regulations, decoration illegal items training (once a week)

9.6.5.438 5438+ 10/0.0 Cleaning of autumn vegetable residues and fallen leaves of trees: In September, autumn vegetables will be aired and trees will fall leaves, and the key work in this stage is cleaning of autumn vegetable residues and fallen leaves of trees.

1. Assist in planning the autumn vegetable drying site to facilitate park management and future cleaning.

2. Clean up the residual leaves in time, and be careful not to touch the autumn vegetables when cleaning, so as not to cause complaints from the owner. (Nissin)

3. Clean up the fallen leaves in time, and pay attention to the cleaning method: bagging and downwind. (Nissin)

4. Pay attention to the cleaning frequency of key areas (main passage, front of sales office and central green space) (as the case may be).

5. Pay attention to the picking up of large pieces of garbage in windy days, and the supervisor and monitor should strengthen the inspection. (three times a day)

Snow removal in February 1 1,1:It enters the snow season in February 1 1. As the main force of the whole project, the cleaning team should undertake the main task of snow removal in the park.

1. Preparation of snow removal tools: always pay attention to the weather, count the snow removal tools in the early stage of snow removal, and reserve them in time if there is a shortage to prevent the snow removal from stopping work.

2. Establishment of snow removal process: Establish different snow removal processes according to the degree of snowfall (refer to the standard snow removal process formulated by the Property Quality Department).

3. Reasonable deployment of snow removal personnel: reasonably deploy personnel according to the snowfall to ensure the quality of snow removal in the park and the quality standards of other posts in the park.

Tisso

As Ai Jia Ming Di Property has just been established, it is currently in the early stage of property intervention. All aspects of work are being carried out one after another. Ming Di, Ai Jia belongs to a fully enclosed high-grade residential district, and the service quality and service requirements for cleaning are bound to reach a higher level. Provide a clean, comfortable and beautiful living environment for the owners.

First, improve various management systems and form a supporting assessment and supervision mechanism.

In 20** years, we revised and improved various management systems on the original basis, and established a systematic performance appraisal mechanism. Change the passive state of "people manage people" in the past, cultivate employees' self-discipline awareness and self-discipline, so as to move towards a benign track of "systems manage people and systems restrain people". Further strengthen the management of people and refine and quantify the working standards, so that on the one hand, it is convenient for operators to be familiar with what they should do and to what extent; On the other hand, it facilitates the assessment and supervision of managers and reduces personal subjective factors. Adhering to the policy of "fixing people, posts, time, standards and tasks" in the work, taking effective measures for specific work, strengthening the management of operators and optimizing the personnel structure are more conducive to the future work.

Second, the first question responsibility system is implemented.

The implementation of the first question responsibility system requires employees of this department to master more information, such as all aspects of hotels and office buildings, daily habits of important leaders, etc. , as well as the flexibility of employees to handle things and the ability to solve customer service needs. Our department will collect information extensively, strengthen training and study, and expand its own knowledge in order to better serve the owners. The responsibility system of first inquiry will be officially implemented from 20** year 1 month, and the department will work hard to solve the problems complained by the owners, and implement "who is in charge, who is responsible", check the problems in the end, never overstock, and do a good job in file management. Constantly accumulate work experience and raise our service level to a new height.

Third, establish a "floor inspection-free system", give full play to the backbone role of employees, and let the foreman have more time and energy to focus on management and employee training.

In order to deepen employees' understanding of property cleaning work and strengthen their sense of responsibility, the property cleaning department will sign a floor inspection-free agreement with the backbone of floor employees in 20**, so that employees can check and correct their work during the foreman's vacation, participate in management and be responsible for shift work, which fully reflects employees' own values and trust in the department, and makes employees more enthusiastic about their work. This move will reduce the workload of the foreman's rounds, have more time and energy to focus on the management and training of employees, and really play the role of grass-roots managers.

Fourth, continue to cooperate with the office party Committee to provide more convenient and efficient services for the internal document delivery of the office building.

At present, the documents, letters and newspapers in the office building are delivered by our department in cooperation with the party Committee office, but the service content is limited to opening the door. According to the advantages of our department, in order to make this business more convenient and quick and meet the needs of the owners, our department will cooperate with the office of the party Committee of the office building to set up an agency at the front desk to carry out this communication work for the owners.

Five, the establishment of engineering maintenance files, tracking the maintenance situation in the region.

Starting from 20**, the department will set up engineering maintenance files to record some special maintenance items, so as to facilitate timely tracking and understanding of regional maintenance, thus more effectively ensuring the integrity of facilities and equipment in the region, and at the same time better understanding the operation of facilities and equipment in the region for a period of time. Fundamentally solving the problems left over by the project that has hindered the development of the department for a long time will also greatly enhance the owner's recognition of our management.

Sixth, cultivate employees' observation ability, provide personalized services and build service brands.

With the development of hotels and groups, the business philosophy and service concept in the industry are constantly updated, and the expectations of owners are also rising. It is not enough to satisfy the host, but also to make the host unforgettable. This requires providing personalized services on the basis of standardized services. Hotel service pays attention to "thinking what guests think and being anxious about what guests are anxious about". Service personnel should pay attention to observation, guess the psychology of the guests, and provide services at a fast speed before the guests have said their requirements, so they often say, "I just want to sleep, just send a pillow." Imagine the unforgettable service of the owner?

The department will focus on training employees how to provide personalized services according to the living habits of group leaders. In daily work, by encouraging training, collecting and sorting, standardizing the system and rewarding training, it will become the conscious action of employees and promote the improvement of overall service quality.

1. Encourage training: The department will train waiters who have excellent work performance and are praised by group leaders, so as to raise their service awareness and quality to a higher level and strive for first-class service based on their posts.

2. Collection and collation: Department managers strengthen on-site management in their daily work, look for typical examples of personalized services from front-line services, collect and collate them, and summarize them into files.

3. System standardization: the typical cases sorted out will be popularized and constantly supplemented and improved in practice, thus forming systematic and standardized data as a standard for measuring service quality and realizing the transition from fuzzy management to quantitative management.

4. Training reward: The sorted materials can be used as training materials, so that new employees can understand the work requirements and learning objectives from the beginning, and the old employees can find the gaps through comparison, make up for the deficiencies and raise their awareness. For employees who have made outstanding achievements in their work, the department will commend and reward them in various forms, so that employees can form a good atmosphere of scrambling and making contributions.

The implementation of the above plan requires the joint efforts of all staff, the assistance and cooperation of other brother departments and the full support of hotel leaders. I hope that when we review our work 20 years from next year, we will not only gain confidence, but also gain fruitful results.