Total Cleaning and Housekeeping Services PDF

TOTAL CLEANING AND
HOUSEKEEPING SERVICES LTD
QUALITY MANAGEMENT
SYSTEMS MANUAL
TC & HSL QMS: 001 Version: 1
Prepared by: Roselyn Auwe Assistant Operations Manager Date Prepared: 18.10.2012
Reviewed by: William Kep Operations Manager Date Reviewed: 13.12.2012
Approved by: Be Pepo Managing Director Date approved:
Quality Management System
Table of Contents
1 QUALITY POLICY ........................................................................................................ 2

2 QUALITY BUSINESS MANUAL ................................................................................... 3
2.1 DEFINITION .................................................................................................................. 3
4 TOTAL CLEANING AND HOUSEKEEPING SERVICES LTD MANAGEMENT TEAM8
5 QUALITY SYSTEM FRAMEWORK ............................................................................ 11
6 UNDERSTANDING CUSTOMER REQUIREMENTS AND ENTERING CONTRACTS12
7 PURCHASING AND APPROVED SUPPLIERS ......................................................... 13
8 ADMINISTRATION PROCESSES .............................................................................. 14
TCHS HAS A COMPREHENSIVE RISK ANALYSIS IN PLACED TO MONITOR AND
MITIGATE ALL RISK BEING ANALYZED AND RECORDED. ........................................ 16
9 CONTROL OF NON-CONFORMANCE ...................................................................... 17
10 TRAINING ................................................................................................................... 20
11 VERIFICATION ........................................................................................................... 22
12 CALIBRATION ............................................................................................................ 24
13 APPENDIX .................................................................................................................. 25
14 ATTACHMENTS ......................................................................................................... 25
15 FORMS ....................................................................................................................... 25
16 ACHIEVEMENTS ........................................................................................................ 25
QMS: 001 Ӏ Version: 1

Prepared: 18.10.12 1|P a g e
1 Quality Policy
At Total Cleaning and Housekeeping Services Ltd we are committed to developing and maintaining our
business so that our products and services consistently meet our own and our customers’ high expectations
by:
 Implementing ISO 9001:2008 to assure our clients that we are focussed in meeting their needs.
 Building long-term relationships with our customers and suppliers; understanding, communicating
and servicing their needs in an open, honest and positive way.
 Generating profit for our shareholders and providing stable and interesting employment
opportunities for our staff.
 The development, implementation, maintenance and review of our systems to continuously improve
performance and quality.
 Using available resources to improve performance and quality.
 Complying with all relevant national legislation and regulations.
 Periodically evaluating our systems and the quality policy refined to achieve a consistently high
provision of Quality service that satisfies the customers changing requirements.
Total Cleaning and Housekeeping Services Ltd regards communication with customers as critical to the
effectiveness of the quality system. Above all else, this organisation is committed throughout its operations
to the highest quality service.
Signed: ________________________________ Date: ______________
Be Pepo
Managing Director

2 Quality Business Manual
Date Change Reference
Our Business Manual provides a description of how Total Cleaning and Housekeeping Services Ltd
manages its processes to ensure that our processes comply with the requirements of ISO 9001:2008.
Our management system provides an outline of our general practices to provide Janitorial and
Housekeeping services. We may use our manual to:
 Communicate policies, process requirements, guidance and direction to people at all levels in the
organisation
 Use as a training tool on how processes are to be carried out, what has to be done, who is
responsible and what has to be recorded
 Help achieve consistency in the way in which the same tasks are performed in different areas of the
business or by different people
 Provide ways for people to record information critical to quality
Our documents include:
 This Quality Manual
 Work procedures, records and forms
 Applicable external documents if used
2.1 Definition
Quality System Management is the system in which procedures are designed and in placed whereby
services are offered to the customers accordingly to their expectations. Further the system through which
something new and unexpected is offered to the customers that portrays a good image to the company by
way of meeting necessary requirements to meet customer satisfaction.
2.2 Who decides the Quality Service

Customers/Clients decide and recommend the quality service. For this reason, the service provider must be
so critical in convening regular meetings with long-term customers so as to plan new courses of actions to
rectify problems and further enhance the operational system to improve the quality of the service out-put
according to clients’ expectations.
2.3 Quality Management System (“QMS”)
2.3.1 Scope
This QMS applies to commercial cleaning, janitorial, pest control, laundry and housekeeping services.
2.3.2 Exclusions
We have excluded the following processes from our quality manual:
 Clause 7.3, Design and development. On the basis that we do not offer new services to our customers.

2.3.3 Objectives
Total Cleaning and Housekeeping Services Ltd has developed a business plan with the Board of Directors.
The plan sets out objectives relating to:
 Offer Quality/Superior Service to the customers/clients
 Maximize Profit Margin
 Realize high efficiency & effectiveness in the operational functional areas
 Reduce customers/clients complaints
 Meet all customers expectations at all times to stabilize the customer base
 Meet all company management requirements to fix clients queries
 Continue pursuit of improvement in standard

3. Document and Record Management

Eg: 28.09.12 HR documents named and numbered accordingly with QMS.
3.1 Purpose:
To ensure all documents used in our management system are:
 Adequate prior to issue then reviewed, updated and re-approved where necessary
 Identified when changed and current revision status is clear
 Legible and identifiable and available at points of use in their relevant version
 Identified and controlled from external sources
 Removed from the system and identified as obsolete if they are to be retained
To ensure all records required for the effective operation of the system are legible, readily identifiable and
retrievable. Details for the control of identification, storage, protection, retrieval, retention time and
disposition are provided.
3.2 Definitions:
Document: Information or records relating to design, purchasing, quality and chemical safety standards
and management systems in hard copy or electronic media, except standard operating
procedures.
Records: Provide objective evidence of conformance and the effective operation of the Quality
Management System e.g. invoice proof of delivery dockets, check sheets, training records,
updated and superseded procedures, management review minutes.
3.3 Procedure
3.3.1 Document Control by Management

 Determines and authorises access to documents, including external documents and electronic data
excluding work instructions and forms
 Develops and maintains a register (Table of Contents) of authorised documents
 Verifies at least once each twelve (12) months the currency of revisions in the register, dating the
register at each verification
 Ensures each document or form with a sequential number and the date of issue
 Indicates brief description of change(s) to amended document in change reference, where practical
 Updates Amendment Register recording the new and old date of issue of the revised document
 Identifies, removes obsolete documents from distribution and destroys, retaining an electronic copy.

3.3.2 Document Approval and Issue

 The Managing Director reviews and approves this Quality Management System Manual, and any
other management document for implementation
 The Operations Manager reviews and updates this Quality Management System Manual and any
other management document before Managing Director reviews and approves for implementation.
3.3.3 Preparation of Forms

Templates and forms are prepared by the Management. Current forms are retained in the computer. Forms
are identified for each department
Each form is given a sequential number. For each sub folder a “Forms Master List” is maintained describing
the changes made since the previous version. Once prepared and available on the Management computer,
these forms are considered to be approved.
Obsolete forms are kept in a separate folder.
3.3.4 Preparation of Departmental Work Instructions, if required

If required, written work instructions are prepared by the relevant department manager / co-ordinator.
Once prepared and available on the Management computer, these documents are considered to be
approved. For each sub folder a “Procedure Master List” is maintained describing the changes made since
the previous version.
Written work instructions are not generally documented as training and instruction is provided to all staff.
3.3.5 Records
The management establishes minimum retention times for all business records, giving consideration to
liability, consumer and common law, consumer affairs, contract requirements.
Type of Record Minimum Retention Time

Monitoring 2 Years as determined by contract
Internal and External Audits 12 Months
Training Retained until employee leaves business
Financial Records As required by taxation law
Management Review 12 months
All other records 1 Years
Back up of electronic data 2 Years
3.4 Documentation
Table of Contents and Document Directory

3.5 Flow Chart for System procedures
New internal
document
required
Produce document and issue

with: Document name and
number, version number, date
of issue and update change
reference
Management Check For:

Representative - Adequacy
- Legibility
Change Yes
External required?
documents
No
Record on Approve and

Amendment Register circulate of
Internal printed document in the
copies are system
uncontrolled
Change to New Doc

document is
required
Old Doc
Is obsolete Destroy hard copy and

document to keep electronic copy in
be kept? Yes computer
No
Dispose

4 Total Cleaning and Housekeeping Services Ltd Management Team
4.1 Organisation Chart

Managing Director
Operations Manager
Assistant Ops Manager
Field Supervisor HR/Management team

Training Manager
Accountant
Employees
4.2 Responsibility and Authority

4.2.1 Senior Management
This body is made up of the Board of Directors, the Managing Director and the Operations Manager. They
oversee the overall operational performance and measure the performance outcome against the company
budgets, projections, objectives and goals. Prudent and amicable decisions are made to change plans when
performance is not up to the standard output or expectations.
4.2.2 Organisational Behaviour

As far as the effectiveness and efficiency are concern there must be a reliable Chain of Command and
Control established. The upward reporting and implementing the orders from the top-down through
devolution process must be clear and simple. Hence, communication is very important. All subordinates
must know the information disseminated from the top management through their supervisors. In short, an
effective chain of command through clear communication makes the organization run very smoothly and
anticipates less trouble.
4.2.3 Expectations
The Top Management is innovative, constructive and is conversant with today’s modern business,
employment, economic, socio-cultural, political and legal environments. The Top Management creates an
organizational culture that is fully conscious and focused on the ever changing and growing demand on the
Company’s services, by persistently investing in improving in services delivery and finding ways in
exceeding our customers’ expectations and continuously adding value to their business operations.
No. EXPECTATIONS CAUSE OF ACTIONS

1 Security Ensure that our staffs are security cautious at all times and
make security of clients and their properties our business in the
course of working at their sites.
2 Housekeeping Ensure that our staffs are properly trained and skilled in the art
of maintaining and cleaning our clients’ sites and homes.
3 Laundry Industrial Standard Laundry with highest regard to
professionalism, standard and integrity.
4 Commercial Cleaning Apply strict standards cleaning and procedures of cleaning and
ensure the chemicals and equipment we use are safe and

appropriate to the cleaning requirement.

5 Pest Control Inspect and conduct industry standards testing of rooms and
work sites to ensure we apply the suitable pesticides and
insecticides and conduct
6 Inspection Supervisors inspect worksites and rooms cleanliness standard
at the end of each sift by our staff.
4.2.4 Requirements
The Management as the service provider ensures to meet requirements and standards to offer quality
service output to the customers/clients. Top management’s responsibility is to provide services that meet
all requirements.
4.2.5 Job Descriptions

Job Descriptions for each position are managed by Managing Director, and retained by him. All employees
are issued a copy as part of their employment contract.
4.2.6 Management Representative

The management representative is the Operations Manager whose responsibilities include:
 Ensuring the Quality Policy is implemented, understood and maintained at all levels within the
organisation.
 Identifying and reporting to the Managing Director the resources to ensure the implementation and
maintenance of the Quality Systems. Resources may include: equipment, legislative standards,
financial, human resources and acquisition of skills needed to achieve customer satisfaction.
 Communicating legislative and corporate customer requirements through the management systems
and Management Review.
 Reporting on the performance of the Quality System for review and improvement during
Management Review.
The role of the management representative may be delegated in light of operational requirements.
4.3 Internal Communication

Internal communication includes:
 Tool box and safety talks
 Supervisors reports
 Emails, posters and face to face discussions
4.4 Systematic Performance Analysis

The management invites the Board of Directors after compiling the overall operations performance report
and presents to the board to observe whether the company’s major aims & objectives or goals are fulfilled.
This is presented to the board every six months in a given calendar year.
4.5 Senior Management Undertakings

When the senior management is not satisfied of the operational performance outcome change plans are
done to design new business strategies. Change plans are very critical and must be realistic. They must be
workable and meaningful in the business operations.

However, if the operational performance outcome is promising and up to the senior management
expectations strategies are also designed to improve the performance further and continuously improve.
4.6 Change Plans

Change plans are business strategies to readjust the course of business operations. They are specially
documented targeting specific operational area for improvement. This is done at the end of the general
operational performance presentations. Through the change plans the management gives extra focus and
concentration on the identified operational areas so that the plans bring forward promising results.
4.7 Management Review

 attendees include the Managing Director and senior management
 is conducted at least once every 6 months and as required
Performance data External Feedback

Business & economy Customer Complaints & appeals
KPI’s Outcomes from internal and New legislation and technology
Training needs external audits New business methods
Proposed system changes

and status of corrective
and preventive actions
Review any changes needed to
First agenda item is to Inputs the procedures and processes
follow-up on last review
actions.
Review information and data to evaluate
effectiveness of system and determine if Record findings in meeting
changes are required minutes including: dates, names
of attendees, decisions taken and
action required.
Raise SIR form Yes System

(Form 6-01) changes
required
?
No
File minutes and follow up

at or before next meeting
4.8 Records
Include: Management Review Minutes

Prepared: 18.10.12 10 | P a g e
5 Quality System Framework
CHANGE PLANS PROVIDE

RESOURCES
Expectations
BUSINESS GOALS/
TOP MANAGEMENT OPERATIONAL POLICY OBJECTIVES
Requirements
Environment/Circumstances What activities do you do? RISKS

IDENTIFICATION
TRAINING CONTROL
MANAGEMENT
Document Control Procedures (Record)
SUPERVISING
Internal Audit CHECKING (Daily)

Broader Scale
` `
ANALYSE PROBLEM
(System Functions) (Fix & Record)
2.0: DEFINITION

Prepared: 18.10.12 11 | P a g e
6 Understanding Customer Requirements and Entering Contracts
6.1 Purpose
To ensure service contracts are correctly prepared with customer requirements understood and approved
6.2 Procedure
6.2.1 Identifying Client Requirements

The Operations Manager will examine all enquiry documents, to ensure full understanding of the clients
requirements, making certain that all relevant standards, specifications etc are available for examination as
required and that the name of the enquirer’s contact person is known, contactable and communication is
established.
Any requirements that are not clearly understood shall be resolved with the client so that their exact
requirements are known. These details will be obtained in document form, by letter or fax or email.
6.2.2 Protecting Client Property

The Management shall be responsible for the care/security of the client documents / confidential
information until they are returned to the client.
6.2.3 Assessment of Proposed Contract Opportunity

The Operations Manager is responsible for submitting to the Managing Director, costing for chemicals,
beverage, labour and equipment and doing a cost benefit analysis of the proposed contract.
The Board and the Managing Director assess whether the technical and financial resources are available to
enable the company to fully meet client requirements and carry the work to a successful conclusion. Once
satisfied, the tender response is developed, checked for accuracy and submitted by the business
development team.
6.2.4 Contract Review

At the award of the Contract, a review shall be carried out between the submitted tender/quotation and
the Contract by the Operations Manager. Typical points to be checked in all Contracts are time frames,
staffing needs, contract pricing, payment terms, escalation clauses capital requirements etc. The Contract
Review Checklist will be used for this to provide evidence of the check as required by the standard.

Prepared: 18.10.12 12 | P a g e
7 Purchasing and Approved Suppliers

Eg:
7.1 Purpose
To ensure critical suppliers of products / services materials conform to requirements necessary to ensure
the quality and standard of service.
7.2 Definitions
Supplier: Suppliers of products and / or services that affect the quality of service.
7.3 Procedure
7.3.1 Overview
Total Cleaning and Housekeeping Services Ltd will ensure that:
 Suppliers are approved on the basis of:
 qualification, licence, adequate insurance
 past history, demonstrated experience / references
 All inputs, supplier details and approvals will be listed in the Approved Supplier List.
 All incoming products are checked at receiving to ensure that they meet the quantity and
specification ordered in the purchase order.
7.3.2 Supplier Monitoring
All suppliers to the company shall be monitored annually. Any adverse issues shall be recorded on the SIR
log.
7.3.3 Records of Product Received

The Approved Supplier Monitoring Record is intended to be a visual record of problems encountered with
suppliers but does not provide details. The size of the problem caused to the company by a supplier shall
be assessed by the person who ordered the goods; problems shall also require an Improvement Report to
be raised on that supplier. Approval of goods receipt and problems noted and recorded.
Where a number of problems are against a particular supplier, the continuance of such problems shall be
brought to the attention of the supplier by the Operations Manager. Should problems continue, then an
alternative supplier shall be sought.
7.3.4 Product Identification and Traceability

All products must be able to be traced back to the original source. Therefore product identification is
essential for product recall and to assist stock rotation. When products are received, details of the products
are recorded on the stock sheet.
7.4 Documentation
 Documented Purchase Order (if used)
 Invoice
 Approved Supplier Register

Prepared: 18.10.12 13 | P a g e
8 Administration Processes

Eg: 28.1012 Purchase Order No. 2221
8.1 Administration Processes
8.1.1 Purchasing
All purchased are from approved supplier and purchase orders are sent to our major stock suppliers once in
a month through our Tracking Order Number. To maintain our monthly stock level or stock holding we keep
our credit accounts with our loyal suppliers cleared every 31 days.
8.1.2 Stock Control

A monthly stock take is done to control our stock. Therefore, there must be a stock holding on the monthly
basis. In our order very fast consumable items are ordered in larger quantities. One of these for example is
Laundry Powder. Daily usage is calculated and
8.1.3 Employee Disciplinary Actions
Performance of employees is monitored by system in placed.
8.1.4 Superannuation & Other Employee Benefits

NASFund and employee benefits like Health Insurance Cover, Annual or Long Service Leave, etc. are well
respected and awarded following their employment contracts.
8.1.5 Other services beyond contract requirement

The management ensures that a weekly report is forward to the contract employers on any issues and
repair and maintenance requirement at the work sites. This report covers general maintenance, linen or
stock supply, machinery or safety equipment functions. In essence our staff are required to report any
operational things
8.1.6 Quarterly Job Inspection Reports

This responsibility is carried out quarterly covering by the supervisors. All the detail job specifications are
included and recording does not miss out any specific area of cleaning. This covers both the job areas and
the overall status of buildings. The areas of inspection are rated accordingly to their cleanliness against
scale. Necessary remarks are made for the supervisors and management to rectify any problems identified.
8.1.7 Quarterly Job Inspection Reports

This responsibility is carried out quarterly by the supervisors. All the detail job specifications are included
and recording does not miss out any specific area of cleaning. This covers both the job areas and the overall
status of buildings. The areas of inspection are rated accordingly to their cleanliness against the standard
company scale. Necessary remarks are made for the management to rectify any problems identified.
8.1.8 Safety / Tool Box Meeting

All employees are kept informed of all developments and changes in the workplace specifically where
safety and their general well being is concerned. A formal weekly meeting termed as “tool box meeting” is
conducted at work sites by respective supervisors with the presence of the Assistant Operations Manager,
Safety Officer and the Training Manager.

Prepared: 18.10.12 14 | P a g e
8.1.9 Weekly Health & Safety Alert
Safety and health messages and circulars routinely and regularly sent out and posted on work sites to
ensure all staff are aware of general health and safety risks at the work place and outside in the
community. These alerts include external and internal generated materials where the management see
that these are relevant and beneficial to our staff.
8.2 Service Processes
8.2.1 Job Inspections

Job inspections are carried out covering all activities at all worksites A report is completed and the service
delivery and performance is rated.
The Management upon reviewing and analyzing the job inspection report, make decisions to fix problems
or strategize plans and procedures for a further improvement of the Quality Output.
8.2.2 Problem Recording and Reporting

Supervisors and Leading Hands Daily Report forms are designed and supplied to all sections to identify and
record all problems. Supervisors are empowered to solve any issues according to their resources and
authority on the spot and report accordingly to the management. Problems and issues out of their capacity
and authority level is reported to the management for appropriate action.
All problems solved must be recorded and filed well so that this data is useful for the management decision
making when used in the operational performance analysis.
8.3 Business Risks – Camp Services
Activity Risk Mitigation Strategy
8.3.1 Laundry Lacking basic skills of doing Recruitment of a full time Training
laundry. As a result poor laundry Manager and development and
outcomes are received at implement of a training program.
unexpected times. For example, Training is conducted regularly
applying too much industrial and required to update on new
bleach at black shirt. machines and chemicals.
Power blackout brings about Installation of uninterrupted
incomplete jobs and hence, power supply system (UPS) and
receiving complains. backup generators. Fuses are also
installed to protect against power
surges.
8.3.2 Laundry misplacement Clothes and uniforms Issue of laundry dockets which
misplacement is imminent they are filled out and cross checked
are many and similar, which come against the laundry bag contents
in for laundry every day. after laundry.
Writing of name or initials(by the
In rare but likely occasions clothes owners) of the owners of the
missing can happen due to clothes on the inner side of the
stealing activities. clothes and uniforms for
identification
8.3.3 Bed making Housemaids after realizing that Continuous daily inspection by
the time is catching up with them supervisors is strictly

Prepared: 18.10.12 15 | P a g e
may leave rooms unmade and go implemented with supervisors

home. This is rare, but a very reports submitted to the general
serious problem. Housemaids supervisor (and management)
may leave a bed unmade thinking
of doing the next day after
learning that an occupant gone
finish.
8.3.4 Power Failure During power failures, laundries This is beyond our control but, we
are incomplete. need to keep our customers
informed.
Installation of heavy duty UPS
and/or backup generators at sites
8.3.5 Absenteeism (by Staff) This happens when an employee Supervisors ensure that there is
stays away from work without 1.5 persons for every work sites.
prior permission. This is big risk
E.g. For job needing 2 people to
because shortage in manpower do, we will have 3 people on it.
can lead to work unattained to, This will enable us to get the job
incomplete work and strings of effectively at the same provide us
complains. that cushion for absenteeism by
staff. In all essence, there is
always a relieve worker available
on call and ready work.
8.3.6 Security Rarely but this is serious risk. As a strategy, the supervisor does
Housemaids leave the room doors random checks and inspections
open and go. As a result, the after the house maids have
properties are at risk of theft. finished work. This ensures that
the housemaid take it on
themselves to lock rooms before
leaving.
8.4 Business Risks

TCHS has a comprehensive risk analysis in placed to monitor and mitigate all risk being analyzed and
recorded.
8.5 Monitoring and Daily Checks

 Supervisors and Leading Hands daily Reports
 Supervisors and leading Hands inspection reports
 Managers’ Routine Checks

Prepared: 18.10.12 16 | P a g e
9 Control of Non-Conformance

Eg: 17.02.11 Aprons being supplied instead of safety tops.
9.1 Purpose
To describe the system by which a non-conformity that cannot be immediately fixed is prevented from
unintended use and properly dealt with.
9.2 Definitions
Non-conforming: Process that does not conform to documented specifications
9.3 Procedure and Flow Process for Warehouse
Suspect process?
Process
Inspection
Is the process
Acceptable?
No Yes
Implement or accept process
Modify or improve Assistant Operations Manager ensures all non-

process conforming processes are documented and
communicated to the Operations Manager
Process scrapped / redeveloped
Documentation is filed for record and

future learning (Ass. Ops Mngr)

Prepared: 18.10.12 17 | P a g e
10 Improvement
10.1 Purpose
To describe our system for controlling non-conformances including customer complaints and initiating
corrective and or preventive action to eliminate the root cause(s) and bring improvement.
10.2 Procedure
Customer/staff Internal Audits, Suppliers or Improvement Non-

Feedback Records, Mgmt subcontractors suggestions conformance
Review
Raise Improvement Request

for issues that cannot be dealt Any person can raise System Improvement Request
with immediately (SIR) – discuss with Management Representative
Management Representative develops and

Record on SIR Register includes in a register:
 Date of non-conformance
 Information about the non-conformance
or potential hazard and action taken.
Immediate  Action taken to fix the problem in the
action short term.
Identify the real cause of Investigate and identify root cause(s) of non-
problem conformance or benefits of improvement suggestion
Feedback to person who and record in the SIR register
raised the SIR on progress and
final outcome
Propose corrective/preventive action and record
Action and in the register action to address the cause or
implementation implement improvement
Propose a follow up date and record in the
register
Evaluate effectiveness Management Representative at the proposed follow

up date, assesses if the proposed action is
implemented and has delivered intended
improvement
If the action is not effective the SIR remains open
Close out Management Representative Updates and reviews

Register at least every two months.
Presents a summary of open and closed SIR at
Management Review
Prepared: 18.10.12 18 | P a g e
10.3 Customer Feedback

The Operations Manager obtains regular feedback from clients regarding the perception of the
effectiveness of company efforts to fulfil the terms of the Contracts with them, with the aim of fine tuning
those activities and developing better methods and instructions for staff. The results of these activities will
take the form of improvements to the company’s management system. Inputs and outputs of these
initiatives shall be recorded. A client survey can be used for this purpose.
10.4 Staff Feedback (to supervisors)

Periodic meetings are also conducted with supervisors and leading hands with the view to identifying
resources needs, facility requirements, work environment and system improvements with a similar view to
client feedback. The resulting ideas and objectives for improvement shall be actioned as needed; some will
be converted into training programmes to ensure staff awareness and benefit to the company from these
endeavours.
10.5 Daily Inspection

Supervisors conduct daily inspection at 1 pm each day and complete the daily inspection checklist. The
completed checklist is forward to the operations at the end each week (ie. Sunday afternoon). This ensures
daily service and work performance is maintained and reduces the chance of complaints of non
performance from the customers. The completed checklist also serves as record for performance both field
employees and the supervisors.
10.6 Monthly Inspections and Quarterly Reports
Monthly inspection is conducted by the General Supervisor with the assistance of the Training & Safety
Manager. All work sites and work performance are reviewed and inspected. A collation of statistical data
and observation is forwarded to the Operations Manager. The Operations Manager analyses the
information and will present the findings and corrective action actions of non-conformances at the monthly
management review meeting. The operation Manager also compiles and prepares a quarter report from
this monthly inspection for the contract employers and the Managing Director.
10.7 Quality System Review (internal Audit)
A review of the quality system is undertaken at least annually and is chaired by Managing Director. The
review considers:
• management of non-conformances and recommendations for changes
• changes in legal requirements
• changes in business practices
• customer feedback
• internal / external audit feedback
• if the quality program, continues to meet our needs
Outcomes of the review

 Management may authorise changes to the Quality Manual and its documentation and seek approval
from the relevant council of these changes
 Minutes will be taken at the review as a record of all decisions.

Prepared: 18.10.12 19 | P a g e
11 Training

Eg: 19.08.12 Group Training Suyan Camp
11.1 Purpose
To describe the system of employee training where requirements are identified, implemented and
documented so that employees may perform competently in their job.
11.2 Definitions
Training: Sharing skills or knowledge to help someone perform a task competently
On-the-Job-Training: Training provided by an experienced competent co-worker
11.3 Procedure
11.3.1 Training and Personnel Development
 TCHS very much depends on the recruitment of manpower and the quality of training it delivers.
Therefore, locals with the education above grade 6 are encouraged to apply for housemaid jobs.
 Right after the recruitment incumbents are attached to each sections or business units of the
company whereby the sectional supervisors take responsibility for giving job orientation &
training.
 The new employees are also inducted with key company policies.
 After several locals are being recruited and sectional supervisors giving them basic trainings and
when they become familiarize with the sectional operations the names are to be submitted to
the Training Manager for scheduling them for a bigger organized training.
 This training becomes the first organized training giving the basic knowledge of how the job is
done. It ensures the newly recruits know the specific cleaning standards and procedures of
Janitorial and Camps respectively using the necessary equipments and varieties of cleaning
detergents.
11.3.2 Objectives of Training

 To enhance employee knowledge & skills to meet clients’ demands and continuously improve
the quality of service output.
 To introduce and equip general cleaning & housing keeping methods to the incumbents so as to
qualify them to work in the professional work settings as expected from meeting all the cleaning
requirements.
 To distinguish cleaning specifications between Camp & Janitorial sites. This is because
applications of cleaning chemicals and techniques or procedures are different. Meeting
industrial cleaning standards are distinctive in nature and the trainees know the basic cleaning
specifications when they receive trainings.
 To manage & overcome all cleaning problems arising in the work area. Training prepares and
equips the employees very well so that when there is a job break-down they exactly know what
to do and rectify the problem.
11.3.3 Theoretical Training

 Theory training must be given at the first place to equip trainees with basic knowledge & skills
about job so that they shall pick-up very quickly when they are given on the job training.

Prepared: 18.10.12 20 | P a g e
 The Training Program is designed and delivered on cleaning techniques and procedures involved
to obtain the standard service output and even to achieve further impressing results.
 Theoretical trainings are given about standard work procedures ( bed making, room cleaning,
windows and glass washing, vacuuming, laundry machines operating, doing laundry, clothes
ironing & folding, chemical mixing, chemical applications, safety tools & equipment usage, toilets
& shower room washing, office cleaning, tools & equipments usage, etc) and company policies.
11.3.4 On the job Training

 All trainees are to be taken to one location at a time for the training. For example, all of them
are to be taken to the camps sites and showing them how to make beds, fold clothes, clean
rooms, wash & clean toilets and shower rooms while them watching.
 From camps they shall be taken to the janitorial sites and trainer doing the job while them
watching. For example, showing them how to wash & clean the offices, windows & louvers,
sinks, wash urination areas, crib rooms, printers, fax and computer machines, etc.
 After them watching they shall be given chance to do a specific job at a time for themselves. If
one or two still failing to pick-up at this time the trainer ought to repeat the training again until
they fully understood.
11.3.5 Implementation
 Workers shall be allocated permanent jobs and tasked to accomplish as far as the daily business
operations are concern. Here they implement what was taught during the training.
 For the first few days their respective sectional supervisors shall keep the newly recruits in
assigned job areas. The supervisors do intensive supervision roles taking them through.
 The trainer finally goes around the fields as field supervisor checking how the trainees are
implementing what is taught during training. The trainer completes a final training evaluations
report.
 This evaluation report reaches the Assistant Operations Manager to whom the Training Manager
reports to. Final justification is made whether this training program is effective.
11.3.6 Operations Manager

 Identifies training needs arising from Management Review meetings or in accordance with
statutory requirements.
 Implements company training process.
11.4 Training Records

 Training Roster (attached)
 Training Schedule (attached)
 Training Program (attached)
 Material Safety Data Sheet-KK Kingston Limited (attached)

Prepared: 18.10.12 21 | P a g e
12 Verification

Eg: 06.10.12 Cleanliness drop in Suyan Camp arranged T/Manager EW to get started immediately.
12.1 Purpose
To periodically evaluate the Quality System to ensure its correct implementation and compliance with
documented arrangements, statutory requirements, and identify improvement opportunities.
12.2 Scope
This procedure applies to all processes, procedures and services.
12.3 Definitions
SIR: System Improvement Request
Non-conformance: The process / procedure are not performed as required, for which a SIR is issued.
12.4 Responsibility
The Operation Manager ensures that the persons listed as responsible in the Verification Table carry out
the stated verification activities as required. Compliance with the Verification Schedule will be reviewed
during Management Review.
12.5 Internal Audit Procedure

The Operation Manager will:
 Ensure an internal audit is conducted at least annually or
i) At his discretion.
ii) Upon the basis of Management Review resolution.
iii) An internal request has been made.
iv) Excessive customer complaints have been received.
v) On the results of previous audits.
 Prepare a summary of internal audit findings for presentation at Management Review

 Arrange follow up audits until evidence of successful implementation of corrective action, and then
close CAR.
 Receive and arrange all original audit reports, CAR’s and results of audits to be filed and retained in
accordance with Procedure – Document and Record Management
12.5.1 Conducting the Internal Audit

 auditors are selected on the basis of independence and audit experience (may be outsourced)
 Conduct the audit where the procedure / process are performed.
 An approved internal audit check list will be utilised in all internal audits.
 Seek objective evidence that the procedure / process is performed as documented or can be improved.
 note each section of the checklist as conforming “Yes”, non-conforming “No” or on identifying an
opportunity for improvement as “O”
12.5.2 Reporting the Internal Audit

 Compiles an Internal audit report
 Raise SIRs in accordance with Procedure – Improvement
 Keeps all original check sheets and audit reports.
Prepared: 18.10.12 22 | P a g e
12.6 Corrective Action

Any non-compliance found during internal audit or review, will:
 If the action can be taken immediately and quality has not been affected - be stated on the Internal
Audit Checklist
 If action cannot be taken immediately or the incident needs to be investigated - documented on a SIR
and actioned as required by the Improvement Procedure.
12.7 Verification Schedule
Activity Frequency Responsible

Review of SIRs/Customer Operations Manager
Monthly
Feedback
Managing Director with the
Service Evaluation Annual
Operations Manager
Approved Supplier Program Annual Managing Director
Operations Manager and
Internal Audit Twice Yearly minimum
Directors
Training Manager with the
Training Review Annual review
Operations Manager
Management Review Operations Manager
including review of the Quality Annual
Manual
Daily Inspections Daily All Supervisors
Monthly & Quarterly Reports Quarterly Operations Manager
12.8 Documentation
Audit Report and Checklist

Prepared: 18.10.12 23 | P a g e
13 Calibration
13.1 Purpose
To ensure that measuring scales and gauges are accurately calibrated.
13.2 Procedure
Hand-held measuring instruments and mixing flasks /bottles must be checked and calibrated six monthly
and recorded on the Records Diary. Measuring instruments in the warehouse and mixing rooms are to be
calibrated every 6 months and the calibration result recorded.
 Be aware of introducing any hazards – e.g. do not use industrial cleaning chemicals in glass instruments
in the mixing rooms.
 To calibrate the measuring instruments and flasks the manufacturer’s instructions are followed strictly.
13.2.1 Measuring and mixing Gauges / tubes/bottles /flasks

Once the handheld measuring instruments are calibrated it can be relied upon. Any variance and
movements in readings will indicate human error at the most.
13.3 Monitoring and Records

Calibration checks are recorded.
13.4 Corrective Action

In the event that calibration procedures are not followed, the Operations Manager will:
 Determine if any chemical utilisation may have been affected and document as per the Improvement
Procedure and on the Corrective Action Record
 Re-train the staff member/s – with reference to the Calibration Procedure and have the staff
member/s re-sign their Staff Training Record.
 Investigate the cause of the non-compliance and if required, review the Calibration Procedure.
 Document on a System Improvement Report.

Prepared: 18.10.12 24 | P a g e
14 Appendix
 Risk Analysis Chart

 Organizational Structure
15 Attachments
 Leading Hands & Supervisors Roster & Work Schedule- Camp

 Labors/Subordinates Roster & Work Schedule- Camp
 Leading Hands & Supervisors Roster & Work Schedule- Janitorial
 Labors/Subordinates Roster & Work Schedule- Janitorial
 Stock Purchase Order Listings
 Stock Take Spread Sheet
 Weekly Health & Safety Alert
 Training Roster
 Training Schedule
 Training Program
 Material Safety Data Sheet-KK Kingston Limited
 Managers Routine Check
16 Forms
 Quarterly Job Inspection Form

 Employee Disciplinary Actions Form
 Supervisors & Leading Hands Daily Report-Camps
 Supervisors & Leading Hands Daily Report-Janitorial
17 Achievements
Company’s Service Recognition/Operational Recommendation Letters
i. Porgera Joint Venture Managers PLACER (PNG) Pty Ltd – Certificate of
Appreciation/Recognition Awarded in 1996 for House Keeping Services.
ii. The Rotary Club of Mt.Hagen – Certificate of Appreciation 2010 in Recognition of Valuable
Contribution
iii. Independent State of Papua New Guinea, Porgera District Administration – Certificate of
Appreciation 2009 in Recognition of Valuable Contribution.
iv. Awarded a 2 Star Rating by the Enterprise Center – PNG LNG Project
(www.enterprisecentre.com.pg) on its business assessment in 2011. The highest rating
being 3 Star.

Prepared: 18.10.12 25 | P a g e
Form 1 - Document Amendment Register
Version Date of Document Title Document Past Date Past Past Date
Issue Number of Issue Date of of Issue
Issue
26 | P a g e Version 1
Form 2 - Forms Master List
Doc No. Version Date Document Name Change Description
001 1 28.09.2011 HR Procedural manual
CP001 1 23.12.2012 Company Profile
QMS001 1 18.10.2012 Quality Systems Manual
QP001 1 12.06.2011 Quality Policy
JD001 1 12.06.2011 Leading Hands & Supervisors

Description
JD002 1 05.06.2012 Management Job Description
JD003 1 12.06.2011 Labours/Subordinates Work

Descriptions
ST001 1 05.06.2012 Stock Take Spread Sheet
SL001 1 12.06.2011 Approved supplier listing
TM001 1 12.06.2011 Training Manual (Program)
TS001 1 12.06.2011 Training Schedule
MSDS001 1 12.12.2012 Material Safety Data Sheet
IC001 1 Measuring instrument

calibration
Form 3 – Approved Supplier Register
Supplier Name Products/Services Basis of Approval Certificate No. Date of Contact Details Address
(if applicable) Approval
KKKingston Chemicals, Beverages & Safety Operations 472 2745 Milfordhaven Road, P.O Box
Boots 1104 , Lae – 411
Papua New Guinea
Huon Chemical Chemical Supply Operations
Zulu Scientific Chemical Supply Operations
FRG Clothing Safety Wears (Uniform) Operations
Mountain Catering Chemicals & Beverages Operations
Datec Limited IT and computing supplies Operations

including office consumables
Hotel Poroman Accommodation Operations

Form 4 – Skills and Knowledge Record
Procedure: record how chemical handlers have obtained appropriate skills and knowledge.
Staff Name Job role and duties Skills and Knowledge Recorded by
Garry Lasala Laundry Attendant, Pest Control Assistant • Laundry Attendant with 5 years experience RA 21.10.12
• Pest Control Assistant 5 years
• October, 2011 - Provided with Pest Control Training paid for by TCHS and now he is
available site wide in pest control due if requires.
Simon Masala Laundry Attendant  One year experience WK 04.05.2013
 February 2013 - Provided with Pest Control Training paid for by TCHS and now he is
Elaijah Wae Training & Safety Manager  One year experience WK 04.05.2013
 February 2013 - Provided with Pest Control Training paid for by TCHS and now he is
Date Verified
Non Conformance / Potential Hazard And Corrective / Preventive Measure Person Follow-Up
Date Root Cause Effective And
Action Taken Responsible Date
By Whom
24/10/12 For example: Reported death cockroaches in Lack supervision and house maid not Advice supervisor to carry out supervisory 25/10/12 25/10/12 RA
the room. performing duty as expected. role as expected and house maid
disciplined to spend every single time to
check whole building thoroughly.

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TOTAL CLEANING AND

HOUSEKEEPING SERVICES LTD

1 QUALITY POLICY ........................................................................................................ 2

QMS: 001 Ӏ Version: 1

 Using available resources to improve performance and quality.

 Complying with all relevant national legislation and regulations.

Signed: ________________________________ Date: ______________

QMS: 001 Ӏ Version: 1

2 Quality Business Manual

Date Change Reference

2.2 Who decides the Quality Service

2.3 Quality Management System (“QMS”)

QMS: 001 Ӏ Version: 1

QMS: 001 Ӏ Version: 1

3. Document and Record Management

Date Change Reference

3.3.1 Document Control by Management

QMS: 001 Ӏ Version: 1

3.3.2 Document Approval and Issue

3.3.3 Preparation of Forms

Obsolete forms are kept in a separate folder.

3.3.4 Preparation of Departmental Work Instructions, if required

Type of Record Minimum Retention Time

QMS: 001 Ӏ Version: 1

3.5 Flow Chart for System procedures

Produce document and issue

Management Check For:

Record on Approve and

Change to New Doc

Is obsolete Destroy hard copy and

QMS: 001 Ӏ Version: 1

4 Total Cleaning and Housekeeping Services Ltd Management Team

4.1 Organisation Chart

Assistant Ops Manager

Field Supervisor HR/Management team

4.2 Responsibility and Authority

4.2.2 Organisational Behaviour

No. EXPECTATIONS CAUSE OF ACTIONS

QMS: 001 Ӏ Version: 1

appropriate to the cleaning requirement.

4.2.5 Job Descriptions

4.2.6 Management Representative

4.3 Internal Communication

4.4 Systematic Performance Analysis

4.5 Senior Management Undertakings

QMS: 001 Ӏ Version: 1

4.6 Change Plans

4.7 Management Review

Performance data External Feedback

Proposed system changes

Raise SIR form Yes System

File minutes and follow up

QMS: 001 Ӏ Version: 1

5 Quality System Framework

CHANGE PLANS PROVIDE

Environment/Circumstances What activities do you do? RISKS

Document Control Procedures (Record)

Internal Audit CHECKING (Daily)

QMS: 001 Ӏ Version: 1

6 Understanding Customer Requirements and Entering Contracts

Date Change Reference

6.2.1 Identifying Client Requirements

Signed: __________________ Date: