Facility Cleaning
Automation
Autonomous robots can add consistent scheduled floor-care capacity, including approved overnight routes, while staff focus on work that still requires people.
The Problem
The cleaning labor problem is real
Every facility manager knows it. Cleaning is expensive, inconsistent, and getting harder to staff every year.
Labor costs keep rising
Minimum wage increases, overtime, recruiting, and turnover costs add up fast. Cleaning is one of the highest-cost line items in most facility budgets.
Inconsistent results
Different employees clean differently. Standards vary shift to shift, season to season. Robots clean the same route, at the same depth, every time.
High turnover
Cleaning roles have some of the highest turnover in facility operations. Recruiting, hiring, and training repeatedly consumes time and budget.
The Solution
Autonomous robots add dependable floor-care capacity
With a compatible station, approved routes, site utilities, recovery procedures, and proper scheduling, robots can handle repeatable floor care during off-hours. Use the calculator below to test a facility-specific planning case instead of relying on a promised payback range.
Return on Investment
Build a cleaning-service and labor-value business case
Compare today's floor-care baseline with proposed achievable service, staff capacity released, economic payback, selected-horizon ROI, and a separate cash-budget result. The complete estimate stays visible on-page.
Facility cleaning ROI planner
Full results are free. Plan the cleaning schedule, robot service setup, and what your team will do with time saved.
Step 1
Current cleaning and labor baseline
Use only current floor-care work relevant to repeatable robot routes—not all janitorial tasks.
Include only floor-care work in the baseline; do not include restrooms, trash, high-touch detail, or unrelated janitorial tasks.
Include only employer costs that apply. Do not add the same benefit or insurance cost twice.
Only relevant repetitive floor work is replaceable; this is not a share of all janitorial labor. Even with full-area passes, staff still handle edges, detail work and other tasks. The default 50% is a conservative, editable planning assumption—not measured site savings; robot-service attention is deducted separately.
Step 2
Proposed robot cleaning and service
Set the target service level and route-access window. Route access is not active cleaning time.
Actual cleaning is lower after charging and service. More open hours do not create more baseline labor work.
Target: 5 full passes/week (150,000 ft²). Achievable: 5 passes/week (150,000 ft²).
Included investment: 1 × L50 plus 1 × CWS-01. Auto refill, drain, charge and discharge. Site utilities and installation are separate inputs below.
Step 3
Investment, running costs, and cash plan
Start with Sproutmation planning estimates, then adjust them to your site and mark them confirmed only when verified.
$1,500 is Sproutmation’s usual deployment/installation charge. Adjust this to the site-specific project total; utility construction, tax, financing, and other site work are not guaranteed to be included.
$1,200/year is Sproutmation’s typical consumables estimate. Adjust the total for applicable support, software, service, and other recurring costs; this is not a universal bundled-cost guarantee.
Three years is the default comparison horizon. This is a simple undiscounted scenario, not a guaranteed return.
Reassignment creates useful operating capacity. Cash savings require an actual avoidable expense; avoided hire means future spend avoided against a real staffing need, not a layoff.
Advanced technical assumptions: water, service, and attention
1,000 default; compare 500 and 2,500 at the same cleaned area. This is an adjustable planning assumption, not a measured fleet or OEM water-use fact.
Illustrative until replaced by a timed site observation. Robot downtime applies in both manual and automatic modes.
Zero means no employee attention for that automatic service event. Robot service still takes elapsed time, and separate retained checks, maintenance, route recovery, and exceptions remain.
Default none. Existing salaried or unchanged paid hours are not an additional cash cost.
Frees ~28.0 staff hours/week for other work. Economic payback ~14.2 months.
1 × L50 robot · 5 full cleanings/week · 30,000 ft²
Your modeled result
30,000 ft²/day across 1 L50 robot for 5 full passes/week.
Every modeled operating day meets its full-area demand within the selected route-access window.
Current service → proposed achievable service
Current baseline
5 full passes/week
150,000 ft²/week at the entered current frequency.
Proposed achievable
5 full passes/week
Target 5; 150,000 ft²/week. Every daily target is feasible.
The modeled service does not add full-area passes above the entered baseline.
Released staff capacity can support detail work, high-touch cleaning, exception response, or a real planned hiring need. Consistency, hygiene, and quality improvements must be validated in a site trial and remain outside ROI totals.
Net staff hours released
28 hrs/week
After 2 hrs/week of checks, maintenance, exceptions, route recovery, and service attention
Annual labor and operating value
$41,642/year
$0 allocated avoided expense + $41,642 remaining useful capacity; assumes useful redeployment
Annual economic net
$40,442
$41,642 value − $1,200 entered running costs; estimated
Payback (labor value)
14.2 months
Simple undiscounted labor-value payback; 2–3 years is a comparison target, never a guarantee
3-year economic ROI
152.8%
$73,339 simple undiscounted net after initial investment; includes user-estimated costs
Total initial investment
$47,987
$41,820 robot + $4,667 CWS-01 + $1,500 entered site/project costs; estimated
Separate cash-budget case
Cash accounting includes only actual allocated avoided expense, then subtracts recurring costs and genuinely additional paid attention. It is not added to economic ROI.
No cash savings selected.
Reassigned hours add capacity, not budget reductions. Select Reduce overtime, Reduce outside cleaning, or Avoid a hire to model cash impact.
Schedule, service, water, and productivity detail
Route access vs active cleaning
8 access hrs/day
4.4 active cleaning hrs/robot/day; 1.1 off-window charging hrs/week
Robot water-service downtime
3.8 hrs/robot/week
15 events, 15 elapsed minutes/event; employee attention separate
Employee water-service attention
0 hrs/week
0 hands-on minutes/event in automatic mode
Real-world cleaning speed
6,764 ft²/active hr
Measured from our deployed fleet (Jul–Aug 2026). Source window: July 1–August 20, 2026; not elapsed throughput or fresh telemetry.
Estimated water demand
150 US gal/week
14.5 US gal nominal tank; usable volume requires site measurement
Water sensitivity
500 / 1,000 / 2,500
500: 300 gal/week · 1,000: 150 gal/week · 2,500: 60 gal/week at fixed modeled area; planning assumptions, not measured fleet/OEM results
Financial limits to resolve
- • Recurring costs use an adjustable planning estimate; validate applicable consumables, support, software, service, and other costs before treating payback or ROI as confirmed.
- • Deployment and installation use an adjustable Sproutmation planning estimate; validate utility construction, site work, tax, financing, and other applicable project costs before treating payback or ROI as confirmed.
Calculation method and source notes
- • Schedule capacity uses the governed historical RFM cohort from July 1–August 20, 2026: cleaned area divided by active cleaning time, not elapsed wall time or a manufacturer theoretical maximum.
- • The planner repeats one operating-day pattern. The first start is fully charged with a filled nominal tank; battery and tank state then carry across every boundary with no free daily reset.
- • Route-access hours are the hours in which cleaning may occur. Charging and robot water service are separate elapsed time and are sequential unless a verified model capability says otherwise; this planner assumes no overlap.
- • Off-window charging is modeled only when selected. Wet service outside the cleaning window is modeled only for compatible automatic service or when manual staff availability is explicitly selected.
- • When outside-window wet service is selected, the planner models one paid-time tank top-up after each operating day, including the last day. This is a planning assumption—not an observed site or vendor requirement—and it is not a second refill/drain count.
- • L50 planning uses up to 4 active hours followed by 2 hours charging from the owner-supplied operating assumption. This is distinct from the published OEM specification and does not imply uninterrupted 24/7 cleaning.
- • Wet scrubbers use 1,000 ft²/US gal by default as an interim planning assumption, with 500 and 2,500 sensitivity cases at the same modeled cleaned area. These are not measured fleet or OEM water-use facts, and nominal tank capacity is not a measured usable fill volume.
- • Robot service duration and employee hands-on minutes are separate illustrative inputs. Zero hands-on time for an automatic service event does not remove robot elapsed service, daily checks, brush/tank maintenance, route recovery, exceptions, utilities, or site work.
- • Economic value combines mutually allocated avoided expense with the remaining useful labor capacity at the loaded wage. It assumes the remaining released time is usefully redeployed; it is not a promised payroll reduction.
- • Cash-budget benefit is separate: only allocated avoided overtime, a confirmed reducible contractor scope, or a scenario-specific avoided hire counts, less entered recurring costs and genuinely incremental paid attention.
- • Existing cleaning frequency anchors baseline labor coverage. Proposed passes beyond that baseline are additional service and do not create extra existing payroll savings.
- • Purchase investment includes the compatible station. Published MSRP is used with adjustable Sproutmation planning estimates for deployment/installation and annual consumables; tax, financing, utility construction, support, software, service, site work, and other applicable costs still require site validation.
Planning estimate only; not a quote, guarantee, financing offer, tax analysis, staffing recommendation, or measured site result. Validate routes, usable tank volume, water settings, service time, staff allocation, cash savings, utilities, installation, and costs during a facility assessment.
Detailed PDF breakdown
Optional: share contact details to download this exact input, schedule, service, and financial summary.
Our Robots
CenoBots autonomous cleaning robots
Five models to match floor type, route size, and debris load.
CenoBots L3
Compact
- Narrow aisles & tight spaces
- Ideal for retail & offices
- 128-beam 3D LiDAR, Depth camera, Bumper sensor
- Planning speed: 4,800–7,200 ft²/active hr historical RFM expectation
- Warranty: confirm model-specific terms
CenoBots L4
Mid-Size
- Medium commercial spaces
- Hospitals & schools
- 32-beam 3D LiDAR, 3D depth camera, Bumper sensor, IMU
- Planning speed: 5,800–6,500 ft²/active hr historical RFM expectation
- Warranty: 24-month limited warranty for parts only
CenoBots L50
Large
- High-capacity scrubber for large open floors
- Retail stores & warehouses
- Runtime (published spec): 6 hours · ROI planning: 4 hrs cleaning + 2 hrs charging
- Planning speed: 5,800–8,200 ft²/active hr historical RFM expectation
- Warranty: confirm model-specific terms
CenoBots SP50
Dry sweeper
- Indoor floor sweeping and carpet vacuuming
- Shopping malls, hospitals, large grocery floors, and ballrooms
- 28.3 in / 720 mm
- 32-beam 3D LiDAR, 3D depth camera, Bumper sensor, IMU
- Planning speed: 6,000–8,300 ft²/active hr historical RFM expectation
- Warranty: confirm model-specific terms
CenoBots S5 Autonomous Sweeper
Dry sweeper
- Large warehouses, factories, docks, and rough sweeping routes
- Large side brush and 13.2 gal / 50 L hopper for industrial debris
- 32.3 in / 820 mm
- Pre-order · November 2026
- Planning speed: needs site validation; no historical RFM range available
- Warranty: confirm model-specific terms
Industries We Serve
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