Consistency is one of the most difficult—yet also one of the most important—outcomes to achieve in cleaning operations. Without structured systems in place, even strong teams can begin to drift over time. Whether managing multiple crews in a single facility or coordinating services across several locations, cleaning professionals often find that results vary more than expected. Variability in execution can affect quality, safety, employee morale, and client retention. Improving consistency requires more than increasing supervision or adding tasks. It requires structured systems that standardize expectations, reinforce training, and reduce variability across people and places. 1. Understand the root causes of inconsistency Inconsistent results typically stem from predictable operational gaps. These gaps are often a result of informal onboarding, unclear task expectations, inconsistent inspection practices, or varying interpretations of cleaning specifications. Workforce turnover and replacement demand also contribute to variability. According to the U.S. Bureau of Labor Statistics, about 351,300 openings for janitors and building cleaners are projected each year, with most openings resulting from workers transferring to other occupations or exiting the labor force. In labor-intensive operations, this level of workforce churn can disrupt consistency if onboarding, retraining, and documentation systems are not structured to absorb change. 2. Standardize core procedures Verbal instructions or loosely written scopes of work often lead to varied interpretations. Consistency begins with clearly defined and documented standard operating procedures (SOPs). Standardization does not mean rigidity. Facilities vary, and professional judgment remains essential. The goal is to standardize core procedures while allowing appropriate adaptation to site-specific conditions. When flexibility operates within a structured framework, consistency improves without sacrificing responsiveness. Keeping standardization and flexibility in mind, written SOPs must outline: Task steps and sequencing Frequency expectations Inspection checkpoints Safety considerations Documentation requirements 3. Reinforce SOPs through training Clearly defined procedures by themselves will not affect cleaning operations. However, combining SOPs with consistent staff training can lead to reduced errors and improved compliance in workplace operations, according to the Occupational Safety and Health Administration (OSHA). New employees often learn through shadowing, which can unintentionally pass along inconsistent habits. Instead, training should focus on repeatable performance rather than one-time instruction. Effective training programs incorporate: Demonstrated task standards Clear performance criteria Verification of understanding Periodic refresher training Reinforcement is equally important. Ongoing toolbox talks, supervisor walkthroughs, and skill refreshers help prevent procedural drift. 4. Align expectations across locations and shifts Multi-location operations face additional complexity. Building layouts, traffic patterns, staffing levels, and client expectations may differ from site to site. While flexibility is necessary, core performance standards must remain consistent. Consistency across locations depends on having a centralized framework rather than allowing each location to develop independent methods. Without a shared system, variability increases over time. Organizations that operate across multiple sites benefit by following established baseline service standards that apply universally. Managers can layer site-specific adjustments on top of those standards. Differences between day and night shifts also frequently create inconsistencies. Communication gaps, varying supervision levels, and incomplete handoffs contribute to uneven results. Cleaning operations looking to improve continuity among shifts: Implement standardized shift reports Use shared digital or written logs Establish formal handoff procedures Align supervisors on inspection criteria Consistency improves when expectations do not change with the clock. 5. Inspect for consistency Performance issues such as missed tasks, uneven results, or moisture left behind after cleaning stem from small deviations that go unnoticed. Regular, proactive inspections help identify these gaps early, before they affect quality, safety, or client confidence. Cleaning businesses can boost consistency by scheduling inspections regularly and documenting the results. When inspection practices are consistent, execution becomes more predictable. For maximum efficiency, align the inspections with defined performance standards. When inspection criteria differ from written standards, confusion follows. However, structured, standards-aligned inspections create feedback loops that reinforce consistency across crews and shifts. Inspection scores are among the data that organizations can use to track performance metrics. Other useful forms of data include client feedback trends, incident reports, staff training completion rates, and task-repeat frequencies to correct errors. When data reveals patterns, such as repeated deficiencies on certain shifts or at specific locations, leadership can address the root causes of these deficiencies rather than the symptoms. 6. Build a culture of process discipline Consistency is not achieved through micromanagement. It is achieved through disciplined systems supported by leadership. A culture of process discipline includes: Clear expectations Reinforced training Transparent accountability Constructive feedback Continuous improvement Leaders set the tone. When supervisors model adherence to standards and emphasize process over shortcuts, crews are more likely to follow suit. Strengthen client confidence Clients may not observe every task, but they notice consistency. Predictable quality builds trust. Inconsistent results create uncertainty. Cleaning organizations that focus on structured procedures, reinforced training, aligned inspection practices, and transparent accountability can deliver uniform results across crews, shifts, and multiple locations. Consistency is not accidental. It is engineered through systems that reduce variability and support repeatable performance.
What does it take to convert paper and cardboard into a sturdy and absorbent wiper that, in its second life, cleans offices, kitchens, restrooms, and everything in between? Travel the recycling path to learn what it takes to accomplish this feat. Collection and sorting The first step is to collect the recyclables. This happens in communities nationwide through curbside recycling programs or at municipal drop-off sites. Once collected, the mixed recyclables are delivered to a materials recovery facility. There, workers sort the paper from plastic, glass, metal, and other items. To accomplish this, recyclables are placed on conveyor belts, where workers remove nonrecyclables, dangerous items (such as needles), and “tanglers” (plastic bags and hoses) that can jam machines. The recycling facilities use various mechanical sorting methods. For example, screens separate items by size and shape. Light paper rises to the top of the pile, while heavier glass and containers fall to the bottom. Magnets pull steel cans off the belt. Air blows lighter plastics and paper up. Lasers identify and separate different types of plastics, and eddy currents push metal items (like aluminum and copper) off the belt into a separate chute. The facilities also use automated machines equipped with sensors and artificial intelligence to separate different grades of paper. Newspaper, cardboard, office paper, and mixed paper are compressed and baled together in large cubes. Paper mills purchase the bales and implement the next steps. Paper processing At a paper mill, bales are broken down and fed into industrial shredders, which cut the paper into fibers. Large, tank-like machines called hydrapulpers mix fiber fragments with water and chemicals to create a slurry, known as pulp. During this stage, contaminants like staples and plastic are removed. Next, the pulp goes through a wash cycle using air bubbles and water. Bubbles lift ink particles from the pulp, and water-based washing systems remove impurities like glue and other contaminants to ensure a higher quality of recycled paper product. The clean pulp is spread over a mesh screen to rain out water. Next, the wet pulp goes through a series of rollers and heated cylinders to dry it and squeeze out any remaining water. Then the pulp fibers are pressed together to create a bond. To make double re-creped (DRC) wipers, disposable cleaning tools with a cloth-like feel, a proprietary technology blends recycled fibers with raw, virgin fibers. This process enhances the strength, bulk, absorbency, softness, and appearance of paper-based wipers. The process mixes in a synthetic latex resin to bind the fibers and create a double re-crepe cellulose base, which gives DRC wipers double the strength of ordinary paper towels when wet. Finishing the product Finally, it’s time to convert the dry web of fibers into a finished sheet. DRC wipers are made from industrial-sized mill rolls which are converted into wipes, wipers, and paper towels. The final DRC product is a high-quality wiper that is made with 40% recycled fibers. The next time you throw out paper, consider recycling it instead. Paper recycling is an essential part of sustainable waste management that reduces deforestation, decreases landfill waste, and uses less energy than manufacturing new paper. The limited effort it takes to put paper in a recycling bin will give it a second life. RECYCLING 101 Do your building residents need guidance regarding which paper trash is recyclable? Refer to the tips below: Paper Only recycle clean and dry paper. Recyclable paper includes paper bags, office paper, newspaper, magazines, and junk mail. In general, don’t recycle store receipts on shiny paper, glittery or shiny wrapping paper or greeting cards, or envelopes with plastic windows. (Or check with your local recycler.) Cardboard Shipping boxes, cereal boxes, paperboard packaging, toilet paper rolls, shoe boxes, and tissue boxes are all recyclable. Some padded envelopes that use shredded newsprint can be recycled, while others with plastic or bubble wrap can’t. Look for a How2Recycle label on the envelope to be sure. Banished from recycling bins Throw these items in the garbage: Pizza boxes that are greasy, cheesy, or stained with sauce. (You can tear off the clean parts of pizza boxes and place them in recycling.) Used napkins and food packaging with grease or food residue. Laminated or wax-coated paper (sticky notes, waxed boxes, and laminated papers). Bubble wrap, Styrofoam, and packing peanuts. Wet paper or cardboard (it’s harder to process and may not be accepted). Don’t put recycling in plastic bags, as they can get tangled in recycling machinery. Don’t “wishcycle,” by putting nonrecyclable items in the bin, hoping they’ll get recycled. When in doubt, throw it out.
One out of every 31 patients admitted to a U.S. hospital experiences harm in the form of a healthcare-acquired infection (HAI), such as C. difficile or methicillin-resistant Staphylococcus aureus (MRSA), according to Centers for Disease Control and Prevention statistic shared by Dr. Omrana Pasha-Razzak, a hospitalist and medical professor at the City University of New York (CUNY) School of Medicine. In a keynote talk opening the Healthcare Surfaces Summit this week at ISSA headquarters in Rosemont, Illinois, Pasha-Razzak advocated for the inclusion of environmental services (EVS) leaders in hospital conversations and decisions regarding the protection of patients from HAIs. She spoke of four barriers keeping EVS staff out of these conversations. Status is a key barrier excluding EVS workers from daily huddles and other meetings that address patient information and safety. Pasha-Razzak explained that, historically, medical professionals have been very status conscious, with the input of white male physicians given the predominant voice. Meanwhile, EVS workers, who spend the most time inside patient rooms, more than nurses and doctors, had not been given a voice, due to their perceived lower status as a workforce that is 70% female and 75% minority. “This is a workforce the literature has called forgotten and invisible,” Pasha-Razzak said. Fortunately, she noted that EVS staff are getting a larger voice in daily huddles and other healthcare specialists beyond physicians are sharing their observations and suggestions. Language is the second barrier working against EVS involvement in HAI solutions. Pasha-Razzak explained that English is the default language in clinical medical settings. However, 50% of EVS staff are foreign born, so English is not their predominant language. Making accommodations for non-English speakers opens the discussions to hospital staff that don’t normally have a voice, Pasha-Razzak said. The third barrier is gender. The 70% female makeup of hospital EVS workers not only limits their voice, it also threatens their health. A long-term study published in the American Journal of Respiratory and Critical Care Medicine found that women who worked as professional cleaners were at a higher risk of developing lung cancer from exposure to cleaning chemicals, Pasha-Razzak said, with risks similar to smoking 10 to 20 cigarettes daily. Exposure to these chemicals can also lead to breast cancer and miscarriages. The system EVS staff members work within forms the fourth barrier. Pasha-Razzak explained that EVS works within the structures of the facilities system while other healthcare professionals in the HAI-prevention team work within the clinical system. This system silos staff who should be working together for the benefit of patient safety. It also complicates the working day for EVS staff, who must run between multiple huddles if they cover multiple hospital units. “EVS belongs in the same room as clinical workers,” Pasha-Razzak said. “I am trying to pull EVS into the clinical system.” Overcoming these four barriers and giving EVS a voice in patient safety decisions will not only benefit EVS staff, it will benefit the patients. Pasha-Razzak said she has noticed the difference when EVS leaders were included in patient care discussions. “Better communication—not more staffing, not more money, not more people cleaning—drove a 25% drop in C. diff cases on two oncology units when the clinical team began sharing real-time feedback with environmental services workers,” she said.
As of Wednesday morning, Brookfield Zoo Chicago has reached a tentative agreement with Teamsters Local 727 to end a three-day strike of about 100 staff workers from the grounds, custodial, and facilities teams, CBS News reported. The zoo and more than 200 union-represented employees in the zoo's grounds, custodial, and facilities teams reached a four-year collective bargaining agreement that includes a 20% wage increase over the contract. The agreement includes enhancements to staffing for the zoo’s animal care and facilities teams, in addition to three positions already posted for hiring. The terms also include a continuation of a healthcare plan through increased contributions from the zoo. Teamsters Local 727 now need to vote on the agreement, but zoo operations have continued through this process. Employees will return to work once the agreement is finalized. “Today is an important and positive moment for Brookfield Zoo Chicago, and we are excited to welcome our team members back as we move forward together in our shared dedication to our people, the animals in our care, and the communities we serve,” said Dr. Mike Adkesson, president and CEO of Brookfield Zoo Chicago. “This zoo has always been powered by people who care deeply about one another and our mission, and this agreement reflects a commitment to continuing to provide exceptional care and educational experiences for our guests while supporting the long-term health and sustainability of the zoo.” “We appreciate the dedication of our staff, the professionalism of the bargaining teams, and the patience and support of our guests and community during this time,” Adkesson said. “We are focused on continuing the important work of our mission and advancing our animal care, conservation, and education priorities.”
Exposure to wildfire smoke was associated with a significantly increased risk of lung, colorectal, breast, bladder, and blood cancer, according to results from a study presented at the American Association for Cancer Research (AACR) Annual Meeting 2026, held April 17-22. Although it’s known that wildfire smoke (WFS) contains a wide array of toxins, including carcinogens like polycyclic aromatic hydrocarbons, the whole-body impacts of WFS in real-world settings remain unclear, especially when it comes to cancer incidence, according to Qizhen Wu, the presentation’s first author and a postdoctoral fellow at the University of New Mexico (UNM) Comprehensive Cancer Center. Wu explained that the toxic compounds in WFS have the potential to disrupt a variety of biological systems—not just in the lungs, the site of initial exposure, but in the blood as well, which can then spread carcinogens throughout the body. He also noted that smoke exposure is, itself, an inflammatory event with systemic implications for carcinogenesis. “Wildfires are becoming more frequent and severe in the United States and globally, and WFS has emerged as a major source of ambient air pollution, reversing decades of improvement achieved under the Clean Air Act,” said Shuguang Leng, associate professor at the UNM Comprehensive Cancer Center and the study’s senior author. “The main purpose of our study was to examine whether long-term exposure to WFS was associated with the risk of developing cancer in the general population.” Wu, Leng, and colleagues analyzed cancer incidence data from the Prostate, Lung, Colorectal, and Ovarian (PLCO) Cancer Screening Trial, which tracks the cancer incidence of participants: adults from across the U.S. with no history of prostate, lung, colorectal, or ovarian cancers who enrolled between 1993 and 2001. Within the PLCO trial, 91,460 participants were evaluable for WFS exposure. From 2006 to 2018, Wu, Leng, and colleagues identified 1,758 lung cancer cases, 800 colorectal cancer cases, 1,739 breast cancer cases, 242 ovarian cancer cases, 896 bladder cancer cases, 1,696 blood cancer cases, and 1,127 melanoma cases. Using a statistical analysis method that allows scientists to examine nonlinear risk associations, the researchers confirmed that WFS exposure was significantly associated with an increased risk of developing lung, colorectal, breast, bladder, and blood cancer. There was no evidence of deviation from a linear dose-response relationship. Associations with ovarian cancer and melanoma were not significant. “For the general public, the key message is that wildfire smoke is not only a short-term respiratory or cardiovascular concern—chronic exposure may also carry long-term cancer risks,” Wu said. “Notably, increased cancer risk may occur even at relatively low levels of wildfire smoke PM2.5 commonly experienced by general populations.” Wu noted that further investigation was warranted for specific aspects of WFS, including its origin and its contents, which could have different implications for cancer risk across the continent depending on which geographic populations were exposed to which WFS sources. Wildfires from different regions may contain different compounds from burning in varying proportions, and the chemical transformations that occur in smoke as it drifts may also impact biological effects, he said. “As wildfires continue to increase in frequency and intensity, understanding their long-term health impacts is becoming increasingly important,” Leng said. “While more research is needed, we hope these findings will help raise awareness and support future studies on the long-term health effects of wildfire smoke.”
Last week, the Colorado Department of Public Health and Environment began sending text messages and email notifications to families of more than 110,000 children ages 11-14 years whose records in the Colorado Immunization Information System indicate they may be overdue for a tetanus, diphtheria, and pertussis (Tdap) vaccine. The text messages read: “From CDPHE: According to our records, your child/children (11-14 yrs) may be overdue for their tetanus, diphtheria, and pertussis (Tdap) vaccine. Tdap protects against whooping cough, which spreads easily in schools. The cough can last 10+ weeks and make it hard to breathe, eat, or sleep. Protection fades over time, making this Tdap booster important for your child. Starting with the 2026-27 school year, Colorado law requires Tdap before 7th grade. Beat the rush and schedule a visit now to check this off your to-do list and start the next school year with peace of mind. Watch: youtube.com/watch?v=axU0ujeKIo8 Find a vaccine provider near you: cdphe.colorado.gov/immunizations/get-vaccinated You can exempt your child/children from school-required vaccines. For more info, visit cdphe.colorado.gov/vaccine-exemptions.” Whooping cough is very contagious and spreads quickly in schools and social settings.