An interview with Thomas Recktenwald, Head of Hotels, about his experiences 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 our own. 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 even be photographed and sent directly to the responsible technical specialist.

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

‍Mostof 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.

It is crucial that the employees in a pilot project or rollout receive intensive support from their line managers and the Soobr team over a longer period of time. Their wishes and suggestions should also be taken seriously and dealt with promptly.
Our goals with Soobr are to make savings in the staffing plan and to demonstrate cleaning performance. We also want to correct and review our processes in order to improve cleaning efficiency.

Thomas Recktenwald
Head of Hotels
SR RWS