The Challenge
With a doubling of passenger traffic from 4.5 million to 9.1 million passengers annually, CVG transitioned to an around-the-clock operation. This meant housekeeping no longer had the luxury of cleaning while the airport was closed overnight, causing a severe strain on staff and resources. An initial attempt to pilot an alternative autonomous floor scrubber from a different vendor failed miserably; the engineering was inferior and the machine leaked constantly, creating complications around extra manpower, passenger safety, slip and fall concerns, and liability. This left the 120-strong housekeeping staff wary of welcoming another automated device.


