Leading with Innovation to Drive Best Run Operations.

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The University of Delaware (UD) is a major research university with extensive graduate programs that is also dedicated to outstanding undergraduate and professional education. UD faculty are committed to the intellectual, cultural, and ethical development of students as citizens, scholars and professionals and graduates are prepared to contribute to a global and diverse society that requires leaders with creativity, integrity and a dedication to service.

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Business Challenge:

The University used to have no trouble filling custodial openings. They have a great reputation with great benefits, and fair merit increases reflecting hard work and experience.  They would often receive 100 applications for just one opening.  The situation post-pandemic was very different.  With individuals having work from home and alternative opportunities, UD saw a decline in the number of applicants for each job and quickly realized they needed to change their approach to operations. Sylvester Johnson, Director of Custodial and University Services and Judy David, Associate Director, Custodial Services had previously spoken with Imperial Dade, a 90-year-old distributor of janitorial supplies and equipment and a SoftBank Robotics America (SBRA) partner, about the potential use of robotics to augment their commercial cleaning operations.  

 

Given the lack of suitable candidates and the importance of maintaining standard operating procedures for the quality and consistency of cleanliness, UD approached their leadership team with a proposal that showed how they could deliver best run operations by: 

1
 Off-setting the lack of candidates with autonomous robots
2
 Re-evaluating processes including where and how they deployed staff
3
 Providing an upskilling, talent-building program that would retain and attract staff

Extensive Evaluation:

Sylvester and Judy conducted an extensive investigation and evaluation process with Imperial Dade and SBRA. UD spoke to long-term SoftBank customers in their industry, who had been using the Whiz vacuum and raved about SoftBank’s customer success program to drive adoption. After extensive evaluation, speaking with custodial staff and management teams, Sylvester got a clear understanding of the challenges he might face in robotic deployment and carefully considered when and how to involve his team. Getting it right was a priority for Sylvester. 

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Program Adoption:

Sylvester and Judy conducted an extensive investigation and evaluation process with Imperial Dade and SBRA. UD spoke to long term SoftBank customers in their industry, who had been using the Whiz vacuum and raved about SoftBank’s customer success program to drive adoption. After extensive evaluation, speaking with custodial staff and management teams, Sylvester got a clear understanding of the challenges he might face in robotic deployment and carefully considered when and how to involve his team. Getting it right was a priority for Sylvester.

Fostering Adoption:

The time and energy spent upfront meant that Sylvester and Judy were able to utilize SBRA’s best-in-class methodology for adopting robotics. They knew that to succeed, they needed to involve their staff and the labor unions from the outset. With full transparency, they explained the plan, solicited input and feedback from the staff who would be directly involved in the implementation, worked with Imperial Dade and SBRA to make sure they had the right robot solutions for their intended use, and sought input on their plan for up-skilling and future career growth. The response was exciting.

Service Quality, Consistency and Uptime:

The library, one of the largest buildings on campus, was the first location to benefit from using Whiz, an autonomous vacuum cleaner. Used daily, from 5:00 am to 1:30pm, 5 days a week, two Whiz units had a breakeven return on the investment in under 9 months. For students, the units are simply part of the facility, and they pay little attention to them now. About 3 or 4 people have the ability to operate the robots, but in general 2-3 people rotate to maintain the operation on a daily basis. Adolf Brew, the Custodial Manager, oversees the library to make sure that the robots are wiped down, cleaned and emptied at the end of the shift and that all weekly tasks are completed. He’s the program champion and manages all autonomous machines around campus. Besides return on the initial investment, UD has benefited from consistent quality and a superior level of cleanliness. In contrast, when an individual walks behind a manual vacuum cleaner, he is spot cleaning i.e. normally covering less than 60% of the addressable square footage. Also, manual vacuuming often results in a large amount of dust and allergens being dispelled into the air which can also lead to respiratory issues, especially for individuals with allergies or asthma. Research has suggested dust impacts cognitive ability2 and neurological disorders3. The consistency and quality of autonomous vacuuming means UD has been able to reduce the amount of dusting required and free up the time of one and a half people to perform higher value tasks such as disinfecting and cleaning restrooms.

2  https://www.hsph.harvard.edu/healthybuildings/2021/09/09/impacts-of-indoor-air-quality-on-cognitive-function/
3  https://www.frontiersin.org/journals/public-health/articles/10.3389/fpubh.2020.575330/full

Ongoing Performance Measurement:

Metrics were set from the outset to measure the effectiveness of the program. With a single dashboard, UD can monitor performance for multiple robots, understand the work plan for each one, and more importantly have proof that work has been completed. Should the robot have an issue, a simple text message sent to the operations team enables the team to respond and resolve.

Best Run Operations:

Two Whiz units have been deployed for just over one year. Based on their success, UD is in the process of expanding the value of automation with an additional five Whiz robots plus three S50 robots that scrub and mop hard floors. A variety of buildings will benefit from the use of these additional autonomous robots - from two student centers to a large lab building and some large dormitories. This program is intended to emulate the service provided in the library which equates to 50 hours of runtime per week between both Whiz units. High standards have been set and the teams typically run the robots for the maximum run-time per day. UD wants to maximize its return on investment and provide the best quality service to students, faculty and visitors.

“We want to provide the best level of service to our faculty, students and visitors. Our goal is to optimize the use of our investment in the latest technology for commercial cleaning.”

Judy David, Associate Director, Custodial Services

The Difference: Robotic Adoption with SBRA

From the outset, the experience with SBRA was positive. The approach to adoption and the ability to monitor and measure activity from a single dashboard gave Sylvester and Judy the confidence and proof that the program would be a success. They had a solid plan, specific targets and complete execution support to deliver on the promise of robotic adoption.

“Robots aren’t just another piece of equipment so the approach to adopting them needs to be different. SBRA is an expert in robotic and human interaction with long term customer success in several industries” said SBRA spokesperson Karen Wood-Maris, VP of Revenue Operations and Customer Experience, who has been intimately involved in designing SoftBank’s industry leading robotic adoption program.

Program warranty and service is an important factor for success. Most providers may send a technician on-site to assess breakdowns and perform repairs. If they don’t have the parts, it could be weeks before the equipment is ready to use again. SBRA is the only company that swaps out a robot for another in as little as 48 hours to provide service continuity and additional peace of mind.

 

When asked to sum up the relationship with SBRA, Sylvester Johnson’s answer was: 

“The reliability of the program and the support we receive is unbelievable. The robot allows us to do more and feel more confident with everyday tasks. With the robot managing the vacuuming, human time is spent on more appropriate tasks such as disinfecting and cleaning restrooms.”  

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About University of Delaware

The University of Delaware exists to cultivate learning, develop knowledge, and foster the free exchange of ideas. State-assisted yet privately governed, the University has a strong tradition of distinguished scholarship, which is manifested in its research and creative activities, teaching, and service, in line with its commitment to increasing and disseminating scientific, humanistic, artistic, and social knowledge for the benefit of the larger society. Founded in 1743 and chartered by the state in 1833, the University of Delaware today is a land-grant, sea-grant, and space-grant university.

The University of Delaware is a major research university with extensive graduate programs that is also dedicated to outstanding undergraduate and professional education. UD faculty are committed to the intellectual, cultural, and ethical development of students as citizens, scholars and professionals. UD graduates are prepared to contribute to a global and diverse society that requires leaders with creativity, integrity and a dedication to service. The University of Delaware promotes an environment in which all people are inspired to learn, and encourages intellectual curiosity, critical thinking, free inquiry, and respect for the views and values of an increasingly diverse population.

An institution engaged in addressing the critical needs of the state, nation, and global community, the University of Delaware carries out its mission with the support of alumni who span the globe and in partnership with public, private, and nonprofit institutions in Delaware and beyond.