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August 2, 2012

ROANOKE, Va. — Key to developing employees is getting to know them

ROANOKE, Va. — I recently had the opportunity to play host to the younger brother of several of my Scouts when I was back in Milwaukee. Kevin is spending six months hiking the Appalachian Trail. He was only a Cub Scout when I moved but he remembered me, and all the fun stories his older brothers had told him about our various adventures.

He particularly remembered being on a campout, possibly a father-and-son campout, when I had asked his two older brothers to accomplish some task. To his amazement, the boys got right up and immediately did what they were asked. He said this never happened at home, and it caused him to realize that my relationship with his brothers was something special. It was unfortunate that by the time he was old enough to be one of my Scouts, his family had moved to Ohio and I had moved to Alabama.

In reminiscing with Kevin, I came to realize how important it is that we not only develop young men in the Boy Scouts of America program, but we also look for opportunities to develop people in our laundries. I have been blessed to work with a number of employees from a variety of cultures and backgrounds. I have often found that people are anxious to do a good job and to improve but simply lack the vision and the direction to do so.

Taking the time to develop good employees is much easier and more rewarding than trying to go out and find them on the open market. But this development process requires vision, patience and a willingness to get to know your employees.

As a Scoutmaster, I looked for opportunities to work with the youth and learn their dreams and ambitions. The program was designed around advancement but only 3% of all Scouts who start ever attain the Eagle rank. When I was a boy, I belonged to a troop with well over 100 boys. We were an active troop and took a lot of fun camping trips and hikes. Advancement was not an essential part of our program, and I do not remember any of my fellow Scouts ever wanting to make it to Eagle Scout.

We all have employees who come to work every day and do a good job. They are thankful to have a job but never think of advancement. These workers are like my fellow Scouts when I was a youth: we had limited vision and focused only on the immediate future. Our industry needs a constant supply of good-quality lead workers, supervisors and managers, and it is our responsibility to help develop employees to fill these positions.

When Commonwealth Linen Services hired me, I inherited a staff from the previous manager. My expectations were different than those of my predecessor, so I needed to find ways to communicate this difference. I started out by working as a line employee in a number of locations at the laundry. I spent a week sorting soiled linen, talking to the employees and observing the challenges associated with that department. While I worked in that area, I was able to get to know Richard and Jim.

Richard was working on the soil-sort belt and Jim was a supervisor in that area of the laundry. Richard had previous experience at a hotel laundry and was anxious to make the laundry a career. Jim had been a supervisor but apparently in name only and was used mainly as a lead worker. He felt disrespected and only put forth minimum effort.

Over the past nine years, Richard has advanced from soil sorter to washer/dryer operator to lead worker. We continue to take advantage of his developing skills and coach him in further developing his talents.

Jim was more of a challenge. I needed him to improve his performance if he was to keep his job. I not only challenged him to do better, I took an active interest in him as a person. I took the time to tell Jim not only what I wanted done but why. The “why” often included examples of other laundries I had worked in and how the techniques used there led to a better end result.

As I began to get to know Jim, I became convinced that he had the ability and drive to meet my expectations. As Jim’s performance improved, I needed him to make some changes to his appearance. He had extremely long hair and an unkempt, bushy beard. I worked with Jim so he could begin to understand that his outward appearance affected the way the other laundry employees felt about him.

He was resistant to making changes in this area and thought that the world and his fellow laundry employees had no right to judge him by his outward appearance. I wanted Jim to understand the need for making this change and I made sure that he knew that I would not order him to cut his hair or trim his beard. In the end, Jim was able to save face by making a deal with me that if I wore a Grateful Dead t-shirt to work one day, he would get a haircut and trim his beard. We had a lot of fun with that challenge, and eventually the entire management staff got Grateful Dead t-shirts.

The key to developing employees is getting to know them. You must spend time talking to them. They must see that you value them as an individual before you can hope to help guide their development.

January 25, 2012

Equipment Manufacturing: Kim Shady, Laundrylux Corp.

Since graduating a long time ago from the University of Wisconsin-Stout with a bachelor’s degree in hotel and restaurant management, I have been involved in the hospitality industry in some form. I managed private country clubs for three years, owned a restaurant and banquet facility for five years, and have managed professional laundry sales organizations for the past 24 years.

Laundrylux, founded in 1955 by Bernard Milch as Wascomat of America, has been a leader in North America laundry equipment sales. In the past three years, with the introduction of the Electrolux brand in North America, the company changed its name to better match its future. Now, we offer two world-class brands—Wascomat and Electrolux—and both bring something unique and valuable to the table.

kim shadyOur core business is providing laundry solutions for lodging and long-term care facilities, but we are also strong in the fabricare and athletic industries. The challenges we face include helping our clients understand how to operate an on-premise laundry professionally and profitably.

The majority of our clients are focused on their guests or customers, and laundry operations tend to attract little focus. Lack of expertise in the laundry operation keeps them from understanding how to reduce costs and operate at their highest efficiency. There is a lack of understanding that all washers and dryers are not built the same. Selecting the proper laundry equipment can significantly reduce labor and energy costs. There can also be great savings in linen replacement with properly featured washers and dryers.

Our most impressive accomplishment for 2011 was assisting a nursing home group with 30-plus facilities in reducing its energy and labor costs. We brought an integrated system in which all pieces of laundry equipment communicate to a central computer. The nursing home group has taken control of its laundry operations through machine controls that monitor every facet of laundry costs. It outfitted most of its laundries with state-of-the-art equipment to monitor every location via the Internet. The information allows the group to compare facilities and set operational baselines. They can easily identify problems within days and define corrective actions to reduce energy or labor waste.

I look forward to sharing my industry experience and further building my knowledge from this panel.

Member at Large: Douglas Story, Swisher Hygiene

Most people call me Doug. I started as a researcher responsible for creating something new from the by-products of the papermaking industry. That research yielded various types of surfactants (detergents) and coupling agents that are now widely used in the laundry industry. That research effort, and leaving South Carolina to live with my bride in North Carolina, is the core of how I moved from research and development to the laundry industry.

douglas storyI’m a biology/chemistry graduate of Western Carolina University in Cullowhee, N.C., with an MBA from Loyola University of Chicago. For more than 30 years (25 in the laundry industry), I have worked in a career that has crossed many boundaries within today’s laundry business organizational structure.

From research chemist to global marketing and portfolio management, I have gathered a diversity of experience that has allowed me to develop a unique 4-D view of how organizations and their employees must work to accomplish the strategies and objectives of a viable laundry operation and business.

From personnel to operational needs, I have had the opportunity to work with and learn from the best our industry has to offer. I hope that I can pass along some of those “learnings” in this publication.

I am vice president of innovation for Swisher Hygiene, an international service organization that provides full-service programs for a wide range of cleaning and cleaning service operations. From the special expertise of servicing laundry needs or operation to the expertise required to handle solid-waste programs, Swisher Hygiene is a single source supplier.

My team and I are continually looking to the challenge of providing new technologies and services. We not only want to make everyone’s life easier but also aid our customers in reducing costs and enhancing the sustainable future of their operation and business.

Swisher Hygiene has been on the leading edge of driving a wide range of programs and services that will take the day-to-day burden of many operational procedures off the collective backs of management so it can focus on customer service and business growth.

Our challenges are also our accomplishments: we use innovation models to create new solutions to old and new problems for our customers. We are also looking beyond “what we’ve done for you today” to the next generation of ideas and innovative solutions.

Chemicals Supply: Marlene Williams, Anderson Chemical Co.

I am the lab/research and development manager for Anderson Chemical Co., a family-owned business in Litchfield, Minn. My background is in product development and support for laundry, kitchen and housekeeping for the institutional and industrial markets as well as sanitation technology and water management. I manage our R&D laboratory and have responsibility for quality control and our technical service network.

marlene williamsI’ve been the lab/R&D manager for 22 years and am part of a group of specialists with similar longevity who provide services for formulating and textile evaluation. We have developed laundry chemistry, most recently green products, in partnership with the EPA’s Design for the Environment Safer Product Labeling Program. We service institutional and industrial laundries through distributors across the country.

Our daily operation is variable, balanced between product development, quality, and support for chemical specialists in the marketplace. We provide machine and chemical program information, and laboratory troubleshooting support for our accounts. In addition to a well-equipped laboratory, we have established a network of industry specialists to cover the gamut of laundry challenges.

Challenges for the future include green chemistry product development for both chemistry and performance. Increased awareness and regulation requiring green formulations are with us now and will continue to expand in the coming year. Raw-material availability and cost will continue to be challenges as global markets compete for limited and specialized materials. Effective cleaning and sanitizing at lower temperatures and against a larger base of pathogens will require an expanded focus in 2012.

Our company has just celebrated its centennial. During those 100 years, we expanded our offerings from local to national/international. Our fourth-generation leaders are dedicated to moving the company forward in response to new and developing industry needs. I am excited to be a part of this year’s panel and look forward to the opportunity to learn and share with others in the industry!

Click here for Part 1.
Click here for Part 2.
Click here for Part 3.

October 18, 2011

EVANSTON, Ill. — As we predicted several months ago on our sister site, AmericanDrycleaner.com (Could the Unions Still Clean Up), the National Labor Relations Board (NLRB) is continuing its pro-union agenda with the same thunder as a battleship blasting a broadside.

On June 21, the NLRB published the proposed changes it wants in rules governing union representation elections. When adopted, these rules will make the jobs of union organizers easier by handcuffing management and fast-tracking representation elections in which a company’s employees vote whether or not they wish to unionize.

Following the defeat in Congress of the Employee Free Choice Act, which would have allowed “card check unionization” and eliminated nearly all representation elections, union leaders are trying a different way to reach their easy organizing goals. They know “if you can’t legislate, regulate.” And the NLRB regulates labor relations in America.

The New Rules

The NLRB’s proposed changes in its rules upend the “level playing field” standard it has traditionally used to balance the oft-conflicting interests of unions, employers and employees. The new rules would:

  • Require management to turn over to the NLRB the names, job titles, shifts, phone numbers, home addresses and e-mail addresses of all employees within two days of any union petition;
  • Reduce significantly the time limits of election campaigns, cutting management’s chance to tell its side of the story about unions. Experts predict election campaigns would be cut to less than 20 days from the average of 51 days it achieved in 2008, the most current data available;
  • Restrict management’s “free speech rights” by hobbling its ability to address issues and inform employees of pros and cons of unionization during its campaign;
  • Defer challenges to voter eligibility until after the election;
  • Defer all other campaign objections until the election vote is completed.

Taken together, these new rules will slash the time between a union petition and election and severely restrict management efforts to “tell its side of the story.”

The NLRB has already issued rules requiring employers to post notices informing employees of their right to unionize, including the “advantages” of unions. It may also be planning to make permanent the restrictions on management that now apply only after a union files a petition.

National Labor Relations Act

The 1935 National Labor Relations Act (NLRA) governs the country’s labor relations by secret-ballot elections in a system of industrial democracy. The NLRA gives employees the right to vote whether they want to be represented by a union or not.

The National Labor Relations Board, a quasi-judicial federal agency, administers the NLRA. Appointed by the President and confirmed by the Senate, its members decide the detailed rules governing union and management behavior and how elections are conducted. Despite criticisms by labor and management, it has done a pretty good job over the years—those who complain have almost invariably lost their elections.

Today, unions decry the current rules governing elections despite the fact that they now win nearly 64% of all representation elections (based on NLRB Annual Reports, 2000-2009). They claim the law is cumbersome, bureaucratic and slow. They argue companies have unfair “advantages,” most notably, the right to give “captive audience” speeches to employees on paid time to give management’s views. Unions avoid saying they have the right to make home visits to employees to promote their claims, something now denied to management under NLRB rules.

Three Steps Management Can Use to Prepare

Astute managers realize the best way to avoid election hassles—and the chance of losing—is to treat their employees so they simply don’t want a union. The best way to do this is to identify and eliminate the irritants that cause employees to seek out unions in the first place.

Experts know that money is not the real reason employees seek out unions. Rather, workers vote for unions because they believe they are not being treated fairly, openly and honestly—without partiality or favoritism. This is the core issue that determines whether or not a workforce will vote for a union.

The first step to avoiding elections is to conduct an employee audit to determine worker sentiment, i.e. test the temperature on the central plant floor—out by perc drycleaning machines, near the washer-extractors, or in the press areas where employees are wreathed in steam.

Employee attitudes cannot be accurately assessed with the simple paper-and-pencil employee audits many attorneys recommend. Those surveys rarely uncover the nuances of employee thinking, especially those of minority workers from foreign lands with different backgrounds and cultures.

The best way to understand employee attitudes is through face-to-face interviews by expert outside interviewers, because workers speak more openly to an outsider than to any manager for fear of retribution. Also, the ability to discern what employees actually mean by what they say is critical, takes a good deal of experience, and requires knowledge of modern manufacturing practices.

After experts uncover employees’ level of satisfaction/discontent—and the reasons behind it—management can then address employees’ concerns and eliminate the causes of negative worker attitudes. This often requires two subsequent efforts.

The first is supervisory training tailored to the specific problems of a particular company. Canned training from the Internet is inexpensive—and usually ineffective.

The second is developing a compensation system that encourages productivity and employee cooperation while reinforcing the natural employee/employer bond.

Together, these efforts improve a company’s marketplace competitiveness while rendering its employees virtually impervious to the promises of union organizers.

It is better to avoid an election entirely rather than merely winning one.

September 21, 2011

“Our resort has upgraded its linens everywhere, from the guestrooms to the pool to the five-star restaurant. So, the pressure is on to clean, handle and store these goods so they give us the longest useful life possible. What advice can you give me about processing high-thread-count linens?”

“Our resort has upgraded its linens everywhere, from the guestrooms to the pool to the five-star restaurant. So, the pressure is on to clean, handle and store these goods so they give us the longest useful life possible. What advice can you give me about processing high-thread-count linens?”

Consulting Services: David Chadsey, Capital Equipment Consulting, Winter Haven, Fla.

The hospitality industry is extremely competitive. One of the ways that properties have sought to differentiate themselves is by using high-quality textiles throughout their scope of services.

david chadseyEvents seem to blend together for me after having worked more than 25 years in this industry. But it seems to me this whole high-end-hospitality-linen rage started a decade ago with the luxury pillow-top bed. Oh, yes, the indulgent extravagance of a bed with a built-in pillow top.

Unfortunately, many of the pioneering hospitality decision-makers didn’t work in operations. In many properties, the discovery that standard-sized sheets do not fit on thicker mattresses was a stark revelation upon install.

No problem. Purchasing comes to the rescue with wider, longer sheets. But these sheets don’t fit width-wise down the ironer. Uh-oh. As an average, full-function finishing line costs about $250,000, many laundry operations were left to figure out temporary solutions until capital resources were made available for new equipment. Today, the ironing line of 130 inches wide plus is the specification standard in nearly all hospitality applications.

Who can forget the national media coverage several years ago that told America that hotels don’t launder their bedspreads after every guest checkout? Oh my! Again, sales drive the train and property differentiation comes first. “Here’s an idea—let’s put a duvet-covered quilt on every bed. Then we only have to wash the cover.”

Wash and iron, Mr. Hospitality Exec. Ironing a duvet cover, as those working in hospitality have learned, is like ironing a mega pillowcase on steroids. Again, operations were instructed to figure it out. Soon, everybody learned that high quality comes with a price—more labor, more utilities, and more equipment.

For decades, the T-180 sheet—and blended, at that—was the standard throughout the hospitality industry. No longer. The Holiday Inn Express that I stayed in recently had tuxedo T-220, 100% cotton bed linen. In many ways, cotton is easier to wash—the fabric loves to open up and surrender stains in hot water. But finishing is another issue.

It seems like the industry already went through this in reverse nearly 50 years ago. If you want cotton flatwork to look nice, it has to be ironed. Fifty-pound washers and tumble dryers in the basement simply will not provide a high-quality finish.

Pay attention, folks. If the high prices of cotton continue, I would expect the major mills to introduce new “looks and feels like cotton” polyester bed linen any day.

Through all of this change, Milliken led the charge in table linen, producing amazing imitation cotton food-and-beverage products. This product line has come a long way from the original Visa introduction. Most of this high-end, spun-poly-type fabric provides exceptionally long life, stable color, and ease of processing.

Uniforms: Barb Herman, SanMar Corp., Issaquah, Wash.

First, from a textile perspective, the task here really starts during the decision-making process to upgrade your linens (or any other textiles).

barb hermanIf a resort has an on-premise laundry (OPL) with commercial washing and finishing equipment, then the biggest part of this decision is the balance between image (look and feel) versus fabric durability in dye fastness, shrinkage, shape hold, snagging, soil/stain release, and the ability to wash and finish the product at high temperatures.

Many “high-end” linens are designed for look and feel, but are not built, and will not withstand, the rigorous processing needed to properly clean and finish the goods.

The wash floor chemical suppliers and dryer/ironer manufacturers operate in OPL and rental (linen supply) channels. They are well aware of the processing standards, chemical usage, and machine operation, as well as fabric performance testing that can be offered to evaluate potential premium linens for your operation.

With “high-thread-count” linens comes the risk of damage in both use and processing. The smaller denier of the yarns is what provides the look and feel, but it is simply not as durable as more-commercial products. More care needs to be taken in how these goods are processed in an OPL.

Stains on lighter fabrics become one of the most volatile issues for OPLs. Whites can be bleached to remove stains. However, lighter colors will fade drastically with typical commercial bleaching, and most fabric manufacturers warn against the use. Darks typically fade faster and show inconsistency in inventory as wear occurs. It is important to test products through the expected life cycle before making a decision to purchase.

With regard to storage, it is important to have proper shelving, cabinetry and carts that can be easily kept clean and neat. Goods should be organized in such a way that your housekeeping staff can handle them without the risk of product falling on the floor, or in areas around your resort that might cause staining.

The shelving and material-handling equipment (such as carts) should be segregated as “clean” and “soiled” so that you keep your soil redeposition in check. Finally, you will need to train your housekeeping staff to assist you in spotting stains and heavy soil, and in separating linens and toweling while cleaning rooms, so there is no redeposition in typical wash loads.

Moving from standard-grade linen to high-end also dictates that you inspect and maintain your washers, dryers, ironers, sorters and accumulators in such a way that they are kept clean and free of burrs that might cause snagging. The higher the thread count, the higher the risk.

Upgrading linen can certainly enhance the image of a resort and bring new and repeat customers. Let’s face it. We all want to sleep and bathe in comfort. Taking the time to identify the proper product by qualifying and testing, setting the processing and handling standards, maintaining the storage and handling equipment, and constantly training staff to be part of the overall image of your resort can be the difference in a successful upgrade.

Tomorrow: High thread count does not equate to more durability. In fact, the opposite is true …
Click here for Part 1.

March 1, 2011

CHICAGO — Are you familiar with the design-build concept? Design-build is a method of project delivery, as described by the Design-Build Institute of America, in which one entity works under a single contract with the project owner to provide design and construction services.

An AmericanLaundryNews.com Exclusive

Are you familiar with the design-build concept? Design-build is a method of project delivery, as described by the Design-Build Institute of America, in which one entity works under a single contract with the project owner to provide design and construction services.

Is it possible to design-build a laundry? Absolutely, if you’re able to think outside the box and forget traditional construction and systems-procurement methods.

January 19, 2011

ALEXANDRIA, Va. — Recordable injuries and illnesses in Textile Rental Service Association of America (TRSA) member workplaces dropped 17% from 2008 to 2009, according to the annual TRSA Textile Services Industry Safety Report just released.

January 3, 2011

SPARTANBURG, S.C. — Roger Milliken, one of the last in the tradition of industrialists who built America’s manufacturing success, died Thursday at the age of 95. He was the chairman of Milliken & Co., a prominent textile and chemical manufacturer.

A memorial service to celebrate his life is scheduled for 2 p.m. today here at the Episcopal Church of the Advent.

October 13, 2010

CHICAGO — As if our dicey economy isn’t enough for hoteliers to contend with, the bed bug—a longtime pest of the lodging industry—has made a resurgence in America.

Once virtually eradicated from the hospitality industry, the bed bug is back and showing up in even the most exclusive hotels and resorts, according to Ecolab, which has a Pest Elimination division and even offers a removal service specific to bed bugs.

May 11, 2010

CHICAGO – Respondents are split on various aspects of federal healthcare reform, but more than three-quarters of them (76.2%) oppose the recently passed package as a whole, according to American Laundry News’ May Wire survey.

PRE-EXISTING CONDITIONS

Roughly 62% favor regulating insurance companies and preventing them from dropping or denying coverage based on pre-existing conditions. Nearly 30% oppose this provision, and 8.2% are not sure or have no opinion.

March 22, 2010

WASHINGTON — Companies hiring unemployed workers will be able to take a credit on payroll taxes under the jobs bill signed into law Thursday by President Obama. The bill passed the Senate a day earlier in a 68-29 vote.

“It is the first of what I hope will be a series of jobs packages that help to continue to put people back to work,” Obama said after the vote. “I also want to say to the Republicans who voted for this bill that I appreciate their willingness to work with Democrats in a bipartisan fashion to get America moving again.”

January 20, 2010

DOTHAN, Ala. — As hospitals concentrate on meeting growing demands for healthcare while scaling down to address economic pressures, many are outsourcing their laundry operations (approximately 62%, according to the 2006 book Low-Wage America: How Employers are Reshaping Opportunity in the Workplace) to make room for additional critical medical services.

Laundry service providers must adapt to handle the increased volume, while also keeping in mind environmental considerations.

October 19, 2009

CINCINNATI — Newsweek has named Procter & Gamble (P&G) one of the “Greenest Big Companies in America.” The rankings were based on the environmental performance, policies and reputation of public companies.

August 28, 2009

CHICAGO — The American Society for Healthcare Environmental Services (ASHES), the International Executive Housekeepers Association (IEHA) and the Textile Rental Services Association of America (TRSA) are busy preparing to host fall membership meetings.

ASHES and IEHA will conduct their annual conferences, while TRSA will gather its member leaders for the annual Joint Committee Meeting (JCM).

August 4, 2009

ALEXANDRIA, Va. — Directors of the Textile Rental Services Association of America (TRSA) have launched a new committee structure, furthering the association’s reorganization with the Uniform & Textile Service Association (UTSA).

The new committee system has two divisions: Industry Committees and Board Committees. Industry Committees will be responsible for working on issues affecting textile service companies. Board Committees will focus on implementing bylaw directives and enhancing educational programming.

July 8, 2009

Hospitals, hotels, offices, restaurants and industrial customers are among the many businesses that rely on dust control products — floor mats, wet/dry mops, and other items — to minimize building maintenance while improving appearance and productivity.

And servicing these dust control products has become an important part of business for many industrial laundry companies and linen supply plants.

BIRTH OF A MARKET

June 21, 2009

NEW ORLEANS — Heads of the Textile Rental Services Association of America (TRSA) and similar associations representing Europe, the United Kingdom and the Netherlands announced on Saturday that they have had preliminary talks about forming a “global alliance.”

The goal of such an alliance will be to work together on issues of common interest, such as the environment, says George Ferencz, vice president of TRSA. He announced the development during an informal and sparsely attended Textile Services Global Forum at Clean ’09.

June 18, 2009

NEW ORLEANS — Members of the Textile Rental Services Association of America (TRSA) gathered here Wednesday afternoon for their first annual meeting since TRSA and the Uniform & Textile Service Association (UTSA) began to reorganize last year.

Outgoing TRSA Chairman of the Board Greg Jeltema, new Chairman Jeffrey Wright and President/CEO Roger Cocivera acknowledged that while much work on the “blending” has been completed, there is more yet to do.

Wright shared his goals for the coming year:

March 30, 2009

LOS ANGELES — Crystal Cruises has partnered with the Hanger Network, creator of EcoHangers, to green the guest staterooms on its ships.

EcoHangers are environmentally sound alternatives to the 3.5 billion wire hangers and the 5 billion plastic hangers that fill America’s landfills each year, Hanger Network says. EcoHangers are 100% recyclable and manufactured in U.S. EPA-regulated laboratories.

September 22, 2008

NEW ORLEANS — Clean Show organizers are inviting other associations, including some international associations, to participate in the show’s educational program for the first time, in order to facilitate global involvement. Clean ’09 is slated for June 18-21 in New Orleans.

June 11, 2008

Editor’s Note: This story was written prior to Hillary Clinton’s decision on Saturday to suspend her campaign and throw her support behind fellow Democrat Barack Obama.

Presidential candidates are talking big on foreign policy and the Middle East; budget deficits, taxation, government spending, healthcare, global warming and free trade, but saying little about pending legislation that would upend labor laws and greatly ease union organizing efforts.

April 7, 2008

CHICAGO — It’s estimated that in corporate America, more than 70% of a manager’s time is spent in meetings, on conference calls, traveling and doing important organizational tasks that have nothing to do with their job responsibilities. That leaves 30% to manage a program that one is responsible for, including directing a workforce, trying to reach internal goals and communicating with the customer. I’m sure that my peers who are still with the government wish they had it so good — they’re at 80% and 20%.

An AmericanLaundryNews.com Exclusive

February 21, 2008

KANSAS CITY – John “Jack” S. Spence, 80, retired president of Faultless Laundry Co., Kansas City, Mo., died here Friday, Feb. 15.

Spence represented the third generation in the family business, working several years with his father, John B. Spence, and his grandmother, Cora Spence. He became president in 1962, marking a time in which he would start to aggressively grow the business for the next 30 years.

August 2, 2007

ST. LOUIS – Connecting People, Partners and Possibilities is the theme of this year’s annual conference of the American Society for Healthcare Environmental Services (ASHES), slated for Sept. 30-Oct. 4 here at America’s Center and the Renaissance St. Louis Grand and Suites Hotel.

July 24, 2007

ALEXANDRIA, Va. — St. Louis will host the annual Joint Committee Meeting (JCM) of the Textile Rental Services Association of America (TRSA), a free, members-only event that TRSA promises will include opportunities for education, training and networking. 

Sixteen educational sessions highlight the Sept. 18-20 meeting at the four-star Hyatt Regency. For the first time, it will feature distinct educational tracks for healthcare, industrial/dust control and linen supply to address contemporary issues facing operators in each segment.