Your leaders are too valuable to spend their day managing a cleaning vendor.
McLemore Building Maintenance runs janitorial, floor care and custodial programs for manufacturing plants and distribution centers in 29 states. Our W-2 crews work around your shifts, so your production team can focus on production.
50+
Years Serving
Industrial Facilities
0.8
TRIR vs 2.51 Industry Average
24/7
Flexible
Scheduling
W-2
Employees,
No Temps
Every cleaning failure charges your production team by the hour.
The line items on your janitorial invoice do not include the cost of managing the vendor. They do not account for the supervisor who spent an hour covering for a no-show. They do not track the three hours of scramble before an unannounced customer audit. And they have nothing to say about the safety incident that started with a wet floor and ended with paperwork, an investigation, and a conversation with your VP.
Operations leaders in manufacturing and distribution pay that cost every week. Most have never put a number on it.
We call it the Production Distraction Tax. Eliminating it is the only thing we are here to do.
What we hear from many of the operations leaders we speak to:
"Every day is a staffing problem."
"The service starts strong and falls apart at six months."
"I need partners that remove work, not create work."
"Every contractor says the same thing."
WHERE THE PRODUCTION DISTRACTION TAX SHOWS UP
- No-shows and coverage gaps: supervisors pulled off the floor to arrange coverage, track down no-shows, or do the cleaning themselves.
- Audit scramble: a customer or compliance walkthrough finds a dirty zone, and your team spends hours cleaning what should already be clean.
- Safety exposure: spills not cleared, machine areas not maintained, and janitorial gaps that turn into OSHA findings.
- The six-month cliff: service quality peaks at onboarding, then slowly slips as the vendor's attention moves to its next new account.
- Labor misallocation: skilled operators, technicians and maintenance staff pulled into cleaning tasks while machines sit idle.
We are not a janitorial vendor. We are an operational reliability partner.
McLemore provides custodial services for distribution centers and manufacturing plants, and has operated in industrial facilities since 1970. Our workforce consists of W-2 employees trained for manufacturing and distribution environments, not staffing-agency temps reassigned from their last job.
We carry a 0.8 Total Recordable Incident Rate. The industry average is 2.51. That number reflects what happens when safety training is integrated into onboarding, shift briefings, and site reviews as a standard part of the program.
Sites with 10 or more full-time staff get a dedicated salaried manager, supported by working supervisors on every shift. Smaller sites are overseen directly by a local route or area manager. Either way, someone local is accountable, not a regional manager reviewing reports from another city.
McLemore runs 12 regions, each with local branch, route or area managers. See the states we serve, or read how we staff manufacturing plants and distribution centers in Georgia.
Industrial Experience
Operating in manufacturing and distribution facilities since 1970.
W-2 Workforce
Direct employees with consistent training and built-in accountability.
Safety-First Execution
0.8 TRIR. Safety protocols are built into every shift, not added after an incident.
Local Management
Sites with 10 or more full-time staff get dedicated onsite salaried managers plus working supervisors on every shift. Smaller sites are overseen directly by a local route or area manager.
Built for the people responsible when things go wrong.
McLemore works with operational leaders who need a facility program that runs without being managed.
PLANT MANAGER
Under pressure to protect production output
You run a tight operation. Every time a supervisor gets pulled off the floor to chase a cleaning problem, that time is gone. You need a program that runs without you managing it.
Common trigger:
A customer audit, a safety incident, or a staffing collapse at the current vendor.
EHS MANAGER
One audit away from a bad day
Custodial failures create safety exposure. You can't afford to find out a zone was missed while a regulator is walking the floor. You need a partner who treats janitorial work as a safety function, not a cost center.
Common trigger:
An OSHA finding, a near-miss incident, or an upcoming compliance review.
REGIONAL OPERATIONS DIRECTOR
Running multiple sites with no time for inconsistency
You need the same standard at every facility, whichever crew is working that week. Tribal knowledge and local improvising are not a program. Documented processes and local management are.
Common trigger:
A new facility acquisition, an expansion, or a failed attempt to standardize across sites.
What does an industrial facility program from McLemore include?
Every scope is custom-built for the facility. We do not sell packages. We build programs around your shift structure, compliance requirements, and operational priorities.
Industrial Janitorial Services
Daily and recurring cleaning of production areas, machine zones, aisles, and common areas, scheduled to align with your shifts and production requirements.
Floor Care
Sweeping, mopping, scrubbing, and floor maintenance for industrial-grade surfaces. High-traffic zones addressed on a documented schedule.
Restroom Sanitation
High-frequency sanitation with consistent protocols. Stocked, clean, and documented. One less thing for your supervisors to think about.
Locker Rooms & Common Areas
Cafeterias, locker rooms, and common areas maintained to the same standard as your production floor. Morale is an operational variable.
Safety-Aligned Custodial Services
Spill response, aisle clearance, machine area maintenance, and janitorial protocols tied directly to your EHS requirements.
AVAILABLE FOR QUALIFYING FACILITIES
Autonomous Floor Scrubbing
For facilities with the right footprint and layout, autonomous floor scrubbing machines extend coverage,
improve consistency, and free floor technicians for detail work that machines can't do.
WHY IT WORKS
Why does McLemore's service hold up past month six?
Most vendors use the same pitch. The difference shows up at month six. Here is what produces consistency in an industrial environment. (Background reading: why janitorial contracts start strong and fall apart after 90 days.)
W-2 Employees
Our workforce is direct-hired, trained in-house, and accountable to McLemore. No temporary labor and no 1099 workers: McLemore is the legal employer of every person we put on your site.
Local Leadership
Larger accounts (10 or more full-time staff) have dedicated onsite salaried management plus supervisors on each shift. Smaller sites have a route or area manager accountable for the work. Either way, someone local owns your program.
Industrial Safety Training
Lockout/tagout awareness, chemical handling, PPE protocols, and industrial environment orientation built into onboarding and training.
Zone-Level Documentation
Task completion tracked by zone, not by shift summary. If a zone gets missed, we know before you do, before a walkthrough reveals it.
CASE STUDY
A quiet takeover at a 600,000 sq. ft. distribution hub
A national e-commerce retailer was dealing with a failing incumbent vendor: high absenteeism, missed service areas and no visible management presence. Facility leadership needed a vendor switch that would not disrupt peak-season operations or draw attention from regional leadership.
"McLemore didn't just take over, they fixed the problem without making it ours. Nobody noticed the change, and that was the point."
Senior Operations Manager, E-Commerce Distribution
McLemore ran shadow walkthroughs under NDA, built a parallel staffing plan, and ran a staggered Day 1 launch that blended new staff into existing shifts without a formal announcement.
RESULTS WITHIN 60 DAYS
77%
Reduction in absenteeism
From 22% to under 5%
44%
Increase in task completion rate
From 68% to over 98%
20%
Reduction in supply costs
Through McLemore bulk purchasing
71%
Incumbent staff retained
5 of 7 kept, with proper training and structure
What operations leaders tell us before they switch vendors
These are the concerns we hear most often before a company becomes a client.
"We already have a vendor"
Most of our clients said the same thing. The question is not whether you have someone. The question is whether your supervisors are still managing them, whether service has slipped from what it was at the start, and whether you are comfortable with the audit exposure you are carrying. If you are, there is no reason to switch. If you're not, let's talk.
"Every contractor says the same thing."
You're right. We don't ask you to take our word for it. We ask you to review our TRIR, speak with our existing clients, and ask your current vendor the same questions you would ask us. If the answers are equivalent, we haven't earned your business yet. If they're not, you already know what to do.
"We handle cleaning with our own staff."
In-house cleaning programs carry costs that rarely appear on a single line item: workers’ comp exposure from cleaning tasks, equipment maintenance, supply management, supervision time, and the opportunity cost of using trained production employees on work that doesn't require their skills. We can put together a comparison that shows you what you're actually spending.
"I can’t justify the cost to my leadership."
We build proposals around outcomes your leadership already cares about: audit readiness, TRIR, production uptime, and labor efficiency. The question isn't whether professional facility services cost money. The question is whether the current program costs less. We can help you build that case.
THE PROCESS
What happens between the first conversation and a running program?
The scope, the staffing model and the timeline are built around your facility. There is no standard package.
1
Site walkthrough
We tour your facility, map your zones, and learn your compliance requirements, production schedule and current pain points.
2
Custom scope
You receive a proposal built for your facility, covering the staffing model, service frequency, supervision structure and reporting format.
3
Planned transition
We handle the transition with or without a formal announcement, and schedule it around your production calendar to keep disruption to a minimum.
4
Ongoing performance
Zone-level reporting, regular site reviews, and a direct point of contact instead of a help desk ticket, so the standard keeps getting checked long after the first 90 days.
RELATED READING
More for plant and distribution center leaders
GUIDE
Janitorial programs for distribution, manufacturing and petrochemical facilities
How an industrial program is built: shift coverage, floor care, safety orientation and more.
VENDOR MANAGEMENT
5 signs you're managing your janitorial vendor
If your supervisors spend their week covering for the cleaning contractor, these are the signs to look for.
DISTRIBUTION CENTERS
Cleanliness and safety tips for distribution centers
Practical ways to keep docks, aisles and break areas clean and safe across shifts.
Stop managing the cleaning vendor. Let us handle it.
Tell us about your facility, and we will put together a custom scope and proposal. No generic pricing, no pressure. Just a conversation about whether we're the right fit.