WEI-Ia"! \"H-I-I\": 1r- Team Cleaning at the UCC Hotel Joanne Summers has been hired as the UCC Hotel 's executive housekeeper. The hotel's general manager, Jack Robbins, Told Joanne he wanted to maintain and improve the team cleaning system he had the previous executive housekeeper implement three months earlier for all housekeeping employees. lvlr. Robbins hadn't used team cleaning in the past and, as a \"big picture\" person who focuses on results, he shows little interest in the details of implementation. He was attracted to team cleaning by a management article that claimed team cleaning would cut cost, reduce turnover, and improve attendance and clean rooms faster. These are the results he wanted. Unfortunately, the initial implementation had not gone smoothly. The previous executive housekeeper switched the entire department over to teams at the same time, and itnmediately found herself with a scheduling nightmare. The goal of assembly line efficiency was impossible to achieve because support systems were not effective. For example, when the laundry allowed torn or stained linen to be stacked on carts, the team members often did not discover the problem until they put the sheets on the bed. Valuable time was lost as replacement linen were fetched, especially when the runners replenishing carts were also behind schedule, costing the hotel more time and labour. Teams find that they run out of supplies more quickly now and have to take extra trips to the housekeeping storage area to restock. Teams also loose time when they have to wait for a room to be vacated by a guest. While this was always an issue, now it holds up two people instead of one. To make matters worse, some of the team initially assigned was now experiencing personality conflicts. Several employees enjoyed working alone and resent being paired with other