You can't effectively manage what you don't measure. We've come to recognize the devil is in the details. To insure those details are all covered, we've developed a proprietary operating process, which we refer to at Scioto as SQCDM, which stands for Safety, Quality, Cost, Delivery and Morale.

We have developed a proprietary internal web-based tracking system to measure all the details in each of these areas. Our processes and reporting insure we are monitoring, measuring, and ultimately exceeding our client's expectations for performance. For additional information on each area of our process read on…

Safety

Our associates are a key part of what makes us different and their safety is a top priority. Scioto has a dedicated corporate safety administrator who uses our web-based tracking system to monitor all injuries by type and by location in near real time. By tracking injuries in this fashion we are able to identify potential training issues before they become a problem. The way we handle safety has not gone unnoticed, we were recently recognized by the Ohio Bureau of Workers Compensation for our practices. Click here to read the article in Worker's Comp Quarterly.

Quality

Scioto's operations managers work with each of our client's to establish jointly agreed upon quality performance targets. These are shared with and agreed upon with our associates who work on the account team. Accountability is a critical success factor in our team cleaning approach. Each team has goals and objectives and we routinely survey our client's staff to see how we are measuring up. We use client input to focus on continuous improvement. Management shares results with our associates so the entire team understands how we are doing and where we can strive to do better. Measuring quality and having people who are committed to their agreed upon goals is another way we are trying to set a new standard in the cleaning services industry.

Cost
Today's business climate is highly competitive. Companies, who effectively control costs without adversely affecting the quality of their product, survive and thrive. We have recognized this principle for more than 30 years. To insure we keep costs under control our operations team establishes budgets for supplies, labor, equipment, etc. at all of the accounts we service. We track performance against these targets to insure we keep our costs at the appropriate level. Keeping costs under control and implementing our processes for measuring quality provide the essential checks and balances needed to help us realize our mission of setting a new standard in the cleaning services industry.

Delivery
Scioto is continually focused on ways to improve the delivery of service to our clients. We use our proprietary web-based operating system to create project and personnel schedules at the account level. This allows us to improve communication with our client's and keeps the entire team on the same page.

Morale
We have a saying at Scioto, "If you want satisfied customers, get happy people to serve them." We take associate satisfaction seriously at Scioto. So seriously that we routinely survey our associates, just like we do our client's, to see how we are measuring up. In an industry that is notorious for high turnover. We are proud to state that we have retention and average length of service rates, which are well above industry standards. Scioto predominantly hires full time associates (85 - 90%) and we reward them with industry leading compensation and benefits packages. Scioto's satisfied associates are committed to working hard for their teams and for their customers. We learned long ago that putting our people first is a critical part of changing perceptions and achieving our mission of setting a new standard in the cleaning services industry.