(c) copyright 1997 by Earl H. Roberts
| Tom Settles, Division Engineer for Dillard's Department Stores knows that nothing less than top quality maintenance is acceptable at any of the buildings he is responsible for. These stores spread out across nine states with 100,000 average square feet per building. Whether you have a maintenance company, or have your own store to look after, Settles offers you some neat techniques to keep things moving smoothly. |
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"To catch problems while they are still small you should personally check the buildings out right up from the foundation, to the roof. There is nothing like first hand observation to see if a problem is developing. Make sure the doors open and close properly. Ride the elevators, and listen to the escalators." Settles gives every area of each Dillards store a thorough check out. But, not all at one time. In fact, Settles cautions against anyone making complete maintenance inspections. "I try to do my job in lumps rather than checking everything at one store each time." For example: On one trip he will check out the elevators and escalators at each store. The next trip might be devoted to inspecting floors. Next, security, or loading docks. "This way," he explains. "I don't spread myself too thin. And instead of spending two whole days there I can be done in four hours. Naturally, if they are having specific problems I look into them while I'm there." Even if you only have one store, this policy will save you time, and money. Each month, check out just one thing thoroughly. In March it might be your HVAC units. In August, your floors. etc. Of course, any time you walk around you should be evaluating everything you see for odds and ends problems. This inspection lumping policy is especially useful if you are acquiring a new store, Settles points out. Some new stores Dillards bought a few years ago had many problems. "If I had tried to deal with all the problems at each store at once," he stresses, "it would have created traffic problems for customers, and generated a host of improvement expenses. Instead, I only dealt with specific lumps of problems at all the new stores at one time." Security came first. "My working on all the security systems at one time meant that many decisions only had to be made once for all of the stores. Plus, a problem found at one store would cue me to check for similar problems at the other new stores. If two stores have alarm problems then all 12 stores may have alarm problems. "By doing it this way I did all 12 stores in about 10 days. If I had spent a week to make lists of everything that needed doing at each store I would have ended up spending thousands of dollars at each store, all at one time. This way I was able to phase in our improvements much more efficiently, and in their order of importance." By lumping the focus of his inspections together, Settles has made a consistent shining example of the maintenance departments at all the Dillards Stores in his division. These methods will help you achieve the same results, no matter how big, or small your field of operations is. |
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