Interview with Thomas Recktenwald, Head of Hotels, about his experience with soobr.

It is crucial for us to be able to demonstrate cleaning performance. There is no benchmark for key performance indicators for hospitals, so we had to rely on ourselves. When cleaning schedules are created on rigid Excel spreadsheets, it is difficult to verify the processes. In addition, the efficiency of performance is hardly visible. The quality of the work was difficult to control. The defect reporting process was also cumbersome and error-prone, as it did not lead directly from the cleaner to the technical service. With soobr, the defects can now be photographed and sent directly to the responsible technical specialist.

Thanks to soobr, we can demonstrate cost savings because we can now evaluate and analyse data transparently. The tool's ease of use and general user-friendliness convinced us during setup, route planning, and operational use. The system fulfils the majority of our requirements.

Most of our cleaning staff have reacted very positively to the new system. However, a few cleaners were initially reluctant to use it because they didn't want to do anything wrong.

Employees in a pilot project or rollout must receive intensive support from their line managers and the soobr team over an extended period. Their feedback and suggestions should also be taken seriously and dealt with promptly. Our goals with soobr are to reduce costs on the staffing plan and demonstrate cleaning performance. We also want to correct and review our processes to improve cleaning efficiency.

Thomas Recktenwald
Head of Hotels
SR RWS