The Employees at Belmont Brokerage & Management, Inc. believe in the principals of Quality Control. Following these principals on a consistent basis insures we provide the professionalism required to manage our client’s properties—


The Customer is King
In today’s buyer’s market, the customer is king. What your customer wants is value. Value. That’s a key word. It stands for quality and reliability at a reasonable price. In the competitive market it is imperative that each employee understands the importance of the customer.

Customers are:

  • The most important people in any business
  • Not dependent on us. We are dependent on them.
  • Not an interruption of our work. They are the purpose of it.
  • Doing us a favor when they come in. We are not doing them a favor by servicing them.
  • A part or our business, not outsiders.
  • Not just a statistic. They are flesh-and-blood human beings with feelings and emotions, like ourselves.
  • People who come to us with their needs and wants. It is our job to fill them.
  • Deserving of the most courteous and attentive treatment we can give them.
  • The lifeblood of this and every other business. Without them we would have to close our doors.

Good Enough is not Good Enough:

  • We can no longer live with the defect levels we have accepted in the past.
  • Our company needs to make fewer errors and permit fewer defect.
  • Poor training of employees, inferior supervision, and one-way communication must be corrected.
  • It is time to stop mediocre performance as acceptable and even as “exceeds expectations” at times.
  • One of the very best ways to improve is through improving the excellence of everything we do.

The Improvement Process:

  • When we stop improving, we start to slip backward.
  • We can not say to ourselves: “I’ve always done it this way and it worked, so it must be good enough.”
  • Many companies are content with getting by when they should be getting better. Unfortunately, when employees are content, they stop improving.
  • The improvement process is a group of activities that complement each other and provide an environment conductive to improving performance for employees and management alike.

Who are our Customers?

  • Tenants
  • Owners

Most repetitive activities can be considered processes and controlled much

What is Process Management?

  • Most repetitive activities can be considered processes and controlled much the same way as manufacturing processes are controlled.
  • To help bring this concept into focus, Process is defined as:
  • “A series of activities that takes an input, adds value to it, and produces an output.”
  • A System is defined as:
  • “The controls that are applied to a process to insure that the process is operating efficiently and effectively.”

Four Phases to the Business Process Improvement:

  1. Definition and Documentation
  2. Analysis
  3. Assessment
  4. Continuous Process Improvement

Phase I: Definition and Documentation

  • Develop a flow diagram of the process.
  • Establish measurement points and feedback loops.
  • Qualify the process
  • Develop and implement improvement plans
  • Report efficiency, effectiveness, and change status

Measurement Points and Feedback Loops

  • After the flowchart is complete, determine the measurement points and feedback loops. Without measurement of the activity, you cannot improve it.
  • Three types of measurements in the process:
  • Effectiveness-How well the process output meets customer expectations.
  • Efficiency—-The way resources, including time, are used to provide output that meets or exceeds customer expectations.
  • Adaptability-The ability of the business process to rapidly change or meet an individual, customer, or business need to stay ahead of the changing business environment.

Phase II: Analysis

Some of the items that should be looked at during the analysis phase are discussed below:

  • Eliminate No-Value-Added activities (Bureaucracy)
  • Self-inspection versus appraisal
  • More than one signature
  • Writing the same thing twice
  • Unnecessary delays
  • Redundant tasks
  • Simplification
  • Combine similar activities
  • Reduce amount of handling
  • Eliminate unused data
  • Clarify forms
  • Office layout
  • Report layout
  • Use simple English

Reduces processing time (look at activities that have long time delays).

  • Change activity sequence
  • Eliminate wait time
  • Reduce interruption
  • Improved timing (when employee receives input)
  • Reduce output movement
  • Set proper priorities


  • Can repetitive, boring activities be automated?
  • Which activities can be mechanized or computerized?
  • Should the data be handled in a batch or on-line mode?
  • Does the employee have the best work layout to accomplish the tasks? (Never start the process improvement activities with computerization or mechanization).

Phase III: Assessment

  • Evaluate the process and classify it into one of six categories:
  • Unkown-Process status has not been determined
  • Understood-process design is understood and operating to its prescribed documentation
  • Effective-Process is systematically measured, streamlining has started, and end customer expectations are met.
  • Efficient-Process is streamlined and is more efficient
  • Error Free-Process is highly effective (error free) and efficient.
  • World Class-Process is world class and continuing to improve.

Phase IV: Continuos Process Improvement

The continuous process improvement phase is simplicity itself: Keep doing what your are doing and when everything is going the way it should, withdraw something–pull something out and start over.

Define the Processes

  • Tenant Application Process:
  • Apartment Rehab
  • Rent Collections
  • Accounts Payable
  • Tenant Repairs
  • Building Ongoing Supervision and Maintenance