Content about CHICAGO

CHICAGO — The Association for the Healthcare Environment (AHE) has unveiled its new professional education brand identity—ENGAGE.

It reflects AHE’s leadership position in providing on-target education pertaining to the healthcare environment. Each of AHE’s professional education programs will operate under this master brand.

“The AHE brand, launched in 2010, conveys a sense of professional excellence,” says Patti Costello, AHE executive director. “This strategic business decision leverages the strength of the AHE’s brand while emphasizing a wide array of educational offerings and reflects AHE’s commitment to career-long learning.”

CHICAGO — As one who has been on both sides of the relationship, I cannot overstate the importance of a sound customer service program. It represents the very foundation of any organization, small or large.

In most cases, the last company you purchased from is likely to be the company you will purchase from again and again. While I think this process eliminates purchasing best value and the state of the art in most circumstances, it is indeed the rule of the road, no matter what industry.

A routine customer that comes to you for a product doesn’t arrive by accident. This regular purchasing is usually generated through excellent customer service. The adage “care for your customer and they shall return” is true.

Customer service is a team concept that involves everyone in the organization. It is essential to sales growth, and the client must remain the top priority at all times, no matter how large or how small their purchase may be.

No matter who in your organization responds to a client’s question, they must always be professional and address them properly (not by their first name). If your client is a member of the military, always address them by their rank. Using common courtesy—“yes, ma’am” and “yes, sir”—actually goes a long way in earning the respect of a customer. Certainly, if you establish a rapport with them over time, you can adjust this point of courtesy, but be careful.

Customer service is a fast, effective way to market an organization’s programs and products, and many organizations strive to perfect these opportunities. Those that have easily accessible programs, especially ones with a proven track record of providing quality and friendly service, can easily differentiate themselves from others in the marketplace.

There are fast, effective ways to interact with a customer base, organizations have discovered. Many have implemented live chat and other unique website programs that are tailored to meet customer needs. Other organizations have implemented the use of multiple computer screens that allow their customer service teams to virtually and simultaneously handle more than two or three customers who have different needs and requirements. The claim is that productivity increases up to 50% with minimal investment.

Good customer care is important, because keeping existing customers is always an easier task than locating new ones. Satisfied customers accommodate your advertising programs. And most companies find that customers do business with them because of another customer’s recommendation. But likewise, an unhappy customer will spread word of their experience to others in the industry, which can certainly threaten any organizational goals.

Thanking a customer for their order by e-mail, no matter if it’s the first time or the hundredth time, can go a long way. Therefore, using an auto responder may be helpful. Developing professional e-mail templates that can address just about any occurrence, good or bad, is probably the best approach. This helps to foster communications and to maintain a customer database. These messages should always include your organization’s point of contact to facilitate continued communication.

First impressions do count. Nothing frustrates a customer more than waiting for someone to answer them. Or, if someone does answer initially, they are then unable to respond again in a timely fashion; nothing should take more than one business day.

Any organization’s objective should be to provide customer service at the highest standards possible and to attempt to be better each and every day.

The client that likes you is likely to do business with you and to recommend your organization to others.

No matter your position, always ask yourself what you can do to improve the service you provide your customers.

CHICAGO — In more than 40 years as a manager, platoon sergeant, platoon commander, officer in charge, commanding officer, director, program manager or CEO, I have heard peers and other managers say that they would like to be able to voice their opinion during a meeting.

Based on observation, some of it could have to do with their inability to get noticed. They remain wallflowers partly because they never say anything constructive about the subject at hand, or anything at all. I call them “yes” people.

The success-minded people holding the meeting often recognize these issues as they solicit ideas. There is head bobbing, when everyone seems to agree with the concepts that are being presented. But after the meeting, you often hear, “I don’t agree with that” and so forth.

We have all met people who talk too much during meetings. They love the sound of their voice and will speak at length on any given topic whether or not they have anything worthwhile to say. It’s during these times that the meeting leader must stand tall to move the agenda yet still listen in hope they will eventually say something of benefit.

Think about this: you’re in a meeting when you think of something you could say. You sit there, wondering whether to speak up, but you are nervous. Is it worth saying or is it a silly point?

A couple minutes pass while you try to decide whether to take the plunge. Then, before you can open your mouth, someone else pipes up and makes exactly the point you were going to make. Everything thinks it’s a helpful contribution, and you’re left cursing yourself.

I have some suggestions for making a positive impression at your next meeting.

Assuming you have an agenda—this is essential; my philosophy: no agenda, no plan, no meeting—prepare something to say. If the manager sends out the agenda for comment, do not ignore this opportunity to have input.

Always review the agenda to see what issues are coming up. Speak to others and find out what they think about them. Then sit for a moment and consider the topics. What do you know about them? What questions do you have? Can you think of anything useful to say?

Try to prepare a few talking points or questions. Write a list to take to your meeting. That way, you won’t be caught with nothing to say and be forced to try to think of something on the spur of the moment. You can always add to the list if other things come to mind.

Always have a goal to contribute something. Don’t just see how you feel when the time comes, make your presence felt. Sometimes, you just have to say what is in your gut. While it may raise eyebrows, it does force everyone to think.

Another tip: you don’t have to express an opinion to make a contribution. Asking a question can also get you noticed and be seen as more thoughtful and constructive.

Even just agreeing with someone else can be useful, especially if you can add something. Be aware of the attendee who sits back and waits for others to comment so he/she can attempt to be critical no matter how ridiculous the comments are.

Speaking up initially can cause you to be nervous, especially as that moment arrives when you are just about to say something, but having prepared what to say will help a lot.

Follow a simple structure to prevent nerves from taking over and to make sure what you say is clear.

If you are going to express an opinion, prepare a single point to make. State it clearly and give one reason in support.

Don’t try to say too much or go into a lot of detail. This is usually left to the person who jumps at the opportunity to make him or herself look good. In reality, they actually make themselves look helpless and insecure.

As you grow more confident, you will be more able to think on your feet (or on your backside, if it’s a meeting) and won’t be so reliant on your notes.

Watch your body language and listen to your tone. See how other attendees involved in the meeting are seated. You’ll notice they tend to sit forward, look attentive and maintain eye contact with others. They don’t slouch, look down and avoid the gaze of others.

Pick out the people you think are effective and watch what they do, when they speak, what they say, and how they sit. Model yourself after them.

An AmericanLaundryNews.com exclusive.

CHICAGO — True marketing and selling is getting personal with your customers and buyers. You need to be able to capture the needs of your associates and develop profiles that will drive the success of your marketing endeavors.

Such a requirement goes well beyond demographics, those statistics being used as you gather data from forms, blanket surveys and conference contacts. They are unreliable at best.

You won’t achieve your contact goals by asking questions like, “What do you really purchase and from whom?” and “What interests you?” Most responses will be notoriously incorrect or even untrue.

Most organizations need to ask common-sense questions to uncover the customer’s role, i.e. business issues, buying habits, types of purchasing formats utilized, etc. Such information, if gathered correctly, should create a highly customized profile that could positively impact selling and purchasing.

Purchasing is a measured, deliberate process. The selling of products is a journey, not a sprint to the finish line. Organizations, particularly those in the healthcare arena, must be transparent with customers and sales groups. Profile customers and develop this information so that it can be tailored to provide an understanding of a product’s influence and true purpose.

Take small steps in developing targeted projects, obtain customer feedback, and relay this information to the manufacturing and distribution arm. Then, and only then, will you be able to sell a product at the right time and the right price. These assessments and tasks are essential and critical. Otherwise, your group will become bogged down in creating something that is not beneficial to your organization—think spinning wheel that never stops.

Many groups fail to automate the marketing and sales portion of their business. Automating and customizing programs that depict customer preferences—what they want, what they purchase, and why—is equally essential. If you develop reliable content that is geared toward the tasks and true objectives, then sales and revenue should follow.

Any advertising must incorporate customer and organizational profile information so that readers can judge if the item is worth their time to consider. If not done, then you’re publishing information that might as well be an insert in the Sunday newspaper—seldom read and never understood.

Those responsible must push for integration of both marketing and sales automation, which will hopefully avoid creating stovepipe situations from which recovery is difficult. Creation of a content strategy that conserves cost and increases intensity to purchase should be the goal for any marketing endeavor.

Marketing efforts must address business goals, automation of web goals, strategic goals, measurement of success/failure, as well as what actions you desire customers to take and what actions you will take once you develop such information—a game plan. Gather the troops to decide when your customers are most engaged and uncover your most influential and active advocates outside of your organization.

Never put your customers “on hold.” If you do, you will eventually have no customers. Give the customer what they want, not what you think they may want.

Seldom are sales achieved at conferences. These events should be where you develop personal relationships with existing and potential customers. No matter if you are a customer, buyer or working in sales, always take notes at these conferences. Establish targets for products if you are in purchasing, targets for personal relationships if in sales.

CHICAGO — Taking inventory is often cause for headaches at any laundry facility, and a recent webinar on linen inventorying addressed how to make the process work for each individual system.

Barbara Williams has more than 30 years of experience in the textile industry. As a consultant with Standard Textile Co., she frequently speaks about linen process improvements, linen management, and cost-reduction programs for healthcare operations.

During the webinar sponsored by the Association for Linen Management, Williams stressed the many rewards of taking a regular inventory and touched on a few challenges a laundry facility faces during the process.

Your Inventory Involves What?

The major items that most healthcare laundry facilities count during an inventory are adult patient linen, nursery/pediatric linen, surgical linen, surgical apparel, other staff apparel, pillows, mops and napery. Each facility will need to determine what is important to count, and it isn’t necessary to count everything at the same time. For instance, Williams says, some facilities will count the adult patient linens and the nursery linens, then tally the surgical linen and apparel at a different time.

Where to Conduct an Inventory

Determining where linen is kept is a necessary step before beginning an inventory. Healthcare facilities will need to count linens in patient rooms as well as in ancillary departments. This involves linens on the beds, on the patients and staff, exchange carts, utility carts, in bathrooms, drawers, closets, exam room, cabinets, stretchers, and even on chairs and windowsills.

Staff may again be an issue when determining where linens are stored. In some cases, Williams says, facilities will do what is called a bed-standard method of counting. “Staff members know the actual standard of what is put on a bed, (and) they then take that times the number of beds in a unit,” she says. “And they still take a quick walk-through to see what extras are in the rooms.”

A linen room count and the laundry count need to be conducted as accurately and efficiently as possible. The laundry will be the largest, and it is the most important to get right, Williams says.

Remember to include off-site locations such as clinics. And while many facilities no longer utilize a storeroom, include that location—if applicable—in an inventory.

Who Conducts an Inventory

Where many healthcare facilities ask their nursing staff, including personal care aides, to conduct linen inventories, only 10% of the webinar participants indicated they utilize this population. The majority of participants—40%—use linen distribution or environmental services staff. The more people involved, the better, according to Williams. She says many inventories are conducted by a combination of nursing staff and environmental services staff.

Another possibility is to use laundry personnel, which 30% of webinar participants acknowledged they do. This demographic will be crucial in counting linens in the laundry areas as well as picking up soiled linens and marking them as counted or uncounted.

The use of temporary personnel to help with inventorying is another possibility, but the training required could deter this practice.

The Process of Inventorying

Williams suggests that a 30-day plan be put into place before an inventory. Preparations include identifying the areas and products to count, identifying the facility and areas within a facility that will be involved, and identifying the staff responsible for the counting and recording of linens.

Lists, instructions, forms, signs and schedules are imperative when communicating with staff about an upcoming inventory and while an inventory is being conducted. Education, such as in-service meetings and training, will be another key to success.

Before an inventory begins, the staff involved will need to communicate the date and time of the project, present the procedures to any involved personnel, and communicate with off-site laundries and with customers or patients. A list of names, phone numbers and e-mail addresses is important to communication before, during and after an inventory.

Inventory Day Arrives

Williams provided a list of inventory day events, including sending final communications to all units involved. Collect and pick up all soiled linens in bulk carts and mark as “uncounted,” and verify that these steps have been completed. Close laundry chutes during the inventory.

When the count begins on each unit, teams of two—one to count and the second to record the results—are recommended.

It would be a good idea, Williams says, to establish an “Inventory Central,” or a place, person, or phone extension that those involved in the task can contact for questions and concerns.

When an inventory is complete, either collect the forms or have them returned to Inventory Central. At that time, it would be a good idea to review the forms to confirm numbers and that any comments can be understood. Tabulate results.

Remove signs, and be sure to communicate the cut-off point with all involved. Lastly, Williams recommends an enthusiastic show of appreciation to all those who helped with the inventory.

After the Inventory

When an inventory has been successfully completed, it is time to generate statistics and results; generate the total inventory and the inventory dollar value; calculate replacement or depletion rates; and calculate mysterious disappearance.

Share the results with management, with the nursing staff and with other staff members. And most importantly, Williams says, take action on the results.

“Assess your inventory needs by comparing your inventory with your demand,” she says, “and adjust linen orders accordingly. Retrieve any ‘dead’ or hoarded inventory and review security measures.

“Today, we’re in a budget crunch, and we really need to protect our linen assets.”

Click here for Part 1.

CHICAGO — Flatwork ironing systems have become the workhorse for healthcare and hospitality laundries around the world. When soliciting a new system, the following represents the basic requirements to keep in mind:

1. What space—height, width, length, etc.—do you have to accommodate a flatwork ironing system?

Such a system could feed goods to employees, plus include a feeder, the ironer, a folder/cross-folder for sheets, possibly a drape stack system for small pieces, a stacker for large pieces (sheets), and possibly a transverse conveyor that takes stacked goods from the stacker and places them on another conveyor (this device historically named The Gilmore could be the topic of a future column).

2. What are your existing energy components, and do you plan to use them?

What is your steam pressure at the ironer? Usually, 120 psi is the minimum expected. What about the steam temperature at the ironer? What are your electrical requirements, and what is your air pressure situation? Your specifications need to address all of these issues. Have you considered using other means for heating the ironer, such as thermal oil? If so, then you need to explore the cost benefits, space savings and production benefits these systems can offer.

3. What are the actual sizes and fabric mixes and weights of the items that you are processing?

This, along with the performance expectations you require of each, is one of the most important requirements. Don’t just say you want to process sheets and pillowcases; be explicit about their makeup. Do you wish to feed, fold and stack fitted sheets? When laundering, will the items be preconditioned in some fashion? If so, what amount of moisture will be removed, and will the goods come directly to the flatwork feeding area from washing and extraction?

4. Examine the state-of-the-art system controls.

These not only monitor production, steam and energy usage, but also can monitor all facets of the system operation (maintenance needs, etc.).

5. Examine new methods of exhausting and recovering heat from the ironer, as well as cleaning techniques that will permit the system to last for many years.

6. When you compute production needs, explore the various benefits of feeding.

How many FTEs (or full-time-equivalent workers) do you plan to use to meet your performance expectations? For example, could your feeding systems take two, three or four FTE to achieve the same production? Examine the ergonomic conditions that will face your employees during the act of feeding.

Finally, take a common-sense look at the feeding picture. Do sheets come in contact with the floor? Could an employee trip when feeding a sheet or any other item? If so, what other requirements can you insert in your specification to eliminate such possibilities?

While there is no scientific evidence available, the general concept of a sheet dragging on the floor before being fed into an ironer just doesn’t look good, and there have been situations in which OSHA and JCAHO have cited facilities for such conditions. Suppliers can provide remedies to eliminate this.

Once you have entertained each of these points, your specification should look like this (assuming you are purchasing one ironing system that will be used only for sheets):

1 flatwork ironing system that includes a system that feeds goods to the flatwork feeders (optional) consisting of _____ FTE; these FTEs will be able to feed 1,000 sheets per hour or 500 each. The system will be able to dry textiles 100% dry (with some small deviation) and to fold, cross-fold and stack these items in true dimension, 20 each, and convey these items to the linen accumulator.

After you conclude the FTE requirement, answer items 1-6 and address your specific expectations as they apply. Then add these provisions:

• Use manufacturers’ representatives for installation.
• Insist on a designated warranty.
• Determine installation provisions and times available. Closely examine the need to roll away certain items for maintenance, i.e. feeders, stackers and folders. If required, have the manufacturer supply a method of achievement.
• Require that you have on-call emergency service available from trained representatives within a specific time, i.e. no longer than 48 hours.
• Make sure the company you are working with has training programs for operators and maintenance personnel.
• Develop an inspection program.
• Establish a payment program, such as paying 90% on delivery and the remainder once the system purchased is tested and meets your expectations.
• Check past performance on all systems you plan to purchase.

An AmericanLaundryNews.com exclusive.

CHICAGO — If one has never designed a laundry or been involved in such a process directly, they should make a concerted effort to locate someone with that expertise and experience to accomplish such an effort.

Not only must one never assume they know the ins and outs of laundry design and operations without direct or indirect experience, they and those responsible for such entities should never assert that they are even remotely qualified to manage such a process.

Laundry design requires expertise in facility management, construction, interior design and lighting, textiles, chemistry, electrical and mechanical engineering, plant layout, distribution processes, safety, support systems, and laundry systems.

And this expertise should be coupled with the ability to write performance-oriented specifications that will virtually guarantee a customer’s equipment and building support systems, as well as infrastructure, meet all parameters specified.

You would assume that anyone in such a position of responsibility would have a sound knowledge base of available systems and a true understanding of the process to achieve design and operational goals. But true expertise in our industry is becoming less and less apparent.

Some of this is driven by the industry we serve, as top management hires those who are not competent. They select individuals to serve in the roles of industry advisers when they, in many cases, don’t have the résumés to fill the expected prerequisites, i.e. the “good ole boy” scenario.

It continually amazes me that our industry seems to place itself in a mode of being somewhat irresponsible. True, many folks could learn on the job, but where are the advocates and trainers who are qualified to take the lead and teach without prejudice to a certain process?

Industry seems to enjoy allowing untrained folks to reach for the top without fully appreciating the potential negative impact. If a person is placed into a position of authority and then speaks or acts in error, the risk of damage is huge.

I encourage you to express your objections to editors of periodicals, federal inspectors or accreditation reviewers about what may be contrary to the issues at hand. For example, when someone whose operation has been cited for a violation poses a question about laundry chemistry, how much do they really want to hear about equipment or operational techniques that have virtually nothing to do with their situation? Let yourself be heard.

(And if you are a so-called expert in purchasing processes, don’t confuse your experience with the qualifications needed to be an expert in laundry design and operations.)

Sit back and ask yourself, how does my ability—or inability—to support major efforts and to meet deadlines impact my co-workers, my organization, and my customers?

An AmericanLaundryNews.com exclusive.

CHICAGO — A government manager seeking help for himself and his organization contacted me the other day. Because of recent drastic budget cuts and subsequent mandatory furloughs for employees (i.e., about 22 days of unpaid leave each year), this organization clearly needs to make major adjustments to its structure and processes and essentially recreate itself so it can operate successfully under a revised mission.

I was astonished to learn from this person that the organization is already taking many steps to begin addressing its challenges.

Concurrent with steps to obtain assistance in handling the business aspects, it is providing a program to support its employees’ personal concerns. Specifically, it has scheduled a series of workshops open to all employees that addresses a number of issues of concern to them in these challenging times.

Topics include making your family No. 1 in your life, how to manage resources, understanding credit scores, reducing stress, and communicating with your kids. Clearly, this organization understands that employees who are worried about personal issues at home cannot possibly perform at optimal levels at work.

Why does placing a high priority on employees’ personal concerns make good business sense? A concept called direct perceived organizational support provides a compelling answer.

Employees who perceive a high level of organizational support and honesty believe that senior management really cares about their personal well-being. Research demonstrates that such individuals reciprocate by performing at a higher level, by being more forgiving of organizational missteps, and by going above and beyond what is required in their jobs.

So, in addition to responding to their employees’ concerns in a very human way, this organization has made an intelligent business move that will serve it well long after the economy has recovered.

Employees who have not had a raise or bonus in years due to economic conditions find it difficult to understand why certain employees travel all the time, or why capital investments are made that never gain any cost benefit. It’s not that the aforementioned are not required, but management should be able to communicate these issues before employees start asking the difficult questions.

Let me point out one issue that can certainly damage the morale of an organization. When a workplace announcement is made, the last thing that employees want to hear about is the achievement of someone in the higher echelon of their organization.

Employees do make the difference, no matter what type of organization you work in. The workforce needs to hear or read about what they—you know, the folks in the trenches making the everyday sacrifices—have done.

Surround yourself with talent and you will achieve success. And make sure your organization is assisting your employees in becoming fully successful.

CHICAGO — Among those who play a part in selecting and/or purchasing the textiles that his or her laundry processes, 78.6% believe purchase price and product quality (cost per use) are equally important to consider when choosing products, according to the results of this month’s Wire survey.

The remaining 21.4% believe that quality is the most important factor. No one who responded to the American Laundry News survey believes that purchase price is most important.

Everyone who took the Wire survey said they or a member of their staff play a role in selecting and/or purchasing textiles. Their laundry processes virtually all customer-owned goods (42.9%), virtually all rental textiles (14.3%), or a mix (42.9%).

Nearly three out of five respondents (57.1%) believe that today’s textiles are neither easier nor harder to process when compared to products on the market five years ago. Roughly 21% believe they are “somewhat easier to process” while equal shares of 7.1% think they are “easier,” “somewhat harder” or “much harder” to process.

Higher cotton prices have impacted the laundry operations for some respondents, but how?

• “Improved inventory management and moved away from the use of chlorine bleach.”
• “The quality isn’t there.”
• “None … since I only process COG.”
• “Significantly increased operating costs and ultimately we are looking at engineering products with less cotton weight.”
• “We had to look for ways to make things last longer, save in any directions we could, but it has been OK.”
• “We joined a buying group to better control our prices.”
• “Last year, we bought ahead before the price increase … we expect a drop in prices.”

While the Wire survey presents a snapshot of readers’ viewpoints at a particular moment, it should not be considered scientific.

Subscribers to Wire e-mails—distributed twice weekly—are invited to take a brief industry survey anonymously online each month. All managers and administrators of institutional/OPL, cooperative, commercial and industrial laundries are encouraged to participate, as a greater number of responses will help to better define operator opinions and industry trends.

To sign up for the Wire, click the “Subscriptions” button at the top right-hand corner of this page and follow the instructions.

An AmericanLaundryNews.com Exclusive

CHICAGO — Based on discussions over the last several years with folks having just completed educational programs sponsored by various entities, I am astonished that many managers in the laundry industry are still unable to complete essential tasks that are key components to making them a success.

It is not totally the fault of teaching establishments. The number of dedicated, knowledgeable professionals in our field is becoming less and less due to attrition and the inability of certain organizations to fill vacancies with qualified individuals who have demonstrated proven abilities in laundry management.

Many new managers (and some old) are not able to properly design a new laundry system. They seem to not know or have forgotten that things like water, steam, air and chemicals are the basis by which one begins the design process. For example, do not start designing a wash system without knowing what type of ancillary design systems exist to support the effort.

You don’t design a new laundry that doesn’t have adequate steam pressure or facilities to support new systems. You don’t build a new laundry without incorporating employee facilities such as restrooms, dining areas, parking, etc. You don’t specify a new item of equipment if you cannot get to the spot of installation.

You specify washing and drying systems based on production capabilities demonstrated in a proposal, and then hold the supplier responsible for meeting those requirements. Never, ever specify how many wash chambers you need for a continuous batch washer, as the technology that has evolved over 10 years demonstrates a vast difference between what top- and bottom-transfer designs can achieve.

Writing specifications for textiles can be tricky, but it doesn’t have to be this way. I recently read a specification in which the customer stated only that it desired a 180-thread-count sheet. I was shocked, but not for the first time. Absent were finished sizes/dimensions, fabric construction, shrinkage allowances, colors (if required), fabric weights, types of fabric, labeling requirements, country of origin restrictions/requirements, delivery expectations, and applicable ASTM requirements, and I’m sure I may have missed some other points.

I retrieved some information that was part of the International Fabricare Institute (IFI)—now the Drycleaning and Laundry Institute (DLI)—educational program, where you went to school for months, studying everything from operations to the nuts and bolts of laundry and drycleaning chemistry. IFI did much work to restore products for the Smithsonian Institution in those days.

If you are placed in a position to specify a textile product, think of the following:

• Quality of fibers, fabrics and manufacturer

• Aesthetic appeal

• Comfort expectations

• Does it fit the purpose?

• Does it meet the target market?

• How well is it designed and constructed?

• What are the expectations, and will it perform?

While the corporate logistics novice desiring to make a name for himself or herself will never understand or appreciate this, standardization of laundry equipment and systems for an organization or corporate entity goes beyond making any sense (I’m being nice here).

Every laundry is built and designed differently. There are differences in floor structure, roof-load situations, clear ceiling heights, HVAC locations, water conditions, installation requirements, structure access, system loading/unloading needs, production needs, and types of items to be processed. Drain configurations and utility designs always vary from one plant to the next, and all have different ancillary support systems—air, water, chemicals, steam quality and pressure, thermal, etc. Expectations for automation are always unique; I could go on and on.

If you do not know laundry operations and the systems that process laundry, rely on those with true experience and expertise; keep in mind that titles and supporting programs like contracting do not necessarily demonstrate expertise or experience. Buyers should rely on technical expertise before making contractual decisions.

Most importantly, understand that standardization doesn’t permit determining best value and won’t allow one to take advantage of changes in the state of the art, which is always evolving.

I challenge our industry to step up to the plate, to get more involved in educational programs, to develop unbiased experts who can really inform customers and buyers of the pros and cons.

The old warhorses of our industry are fading or have faded away. I am proud to say that I learned from many of these giants. We need to regenerate or create the same type of environment that these true experts left for many of us.

An AmericanLaundryNews.com Exclusive

CHICAGO — I continue to be astonished at the lack of etiquette regarding use of the cellphone, a device that has become commonplace in the workplace. No matter if you are in an office, the airport, a social environment or just sitting down with your family at dinner, you should show common courtesy and follow proper etiquette.

I heard recently on a national TV show that experts seem to think cellphone use will soon be the major cause of divorce or relationship break-ups. Think about it: during the day or evening, how many times do you break the 10 cellphone etiquette rules that I have listed here?

1. Lower your voice when talking on cellphones in public. Observe the 10-foot rule; if someone is within 10 feet of you, move to a different location to create some space between you and the other person. Use the technique practiced in the Orient: cup your hand over your phone and mouth when talking on your cell.
2. No one, I repeat, no one wants to hear your personal business or issues, so avoid talking about those topics when others can listen in.
3. Avoid taking cellphone calls when you are speaking with someone face to face, unless you think the call you’re receiving may be related to an emergency. In that case, ask the person with whom you are speaking to excuse themselves, or ask them if it would be OK if you took the call.
4. Avoid texting during face-to-face conversations or during conference calls (believe me, this happens). FYI: Others can actually tell if you are texting.
5. You’re using a cellphone, not a landline, so be mindful of the technology. All cellphones have latency, which means there is a delay—some greater than others—when you speak and others hear you.
6. Avoid leaving lengthy voice mails. Simply leave your number, the time of your call, and the issue you’re calling about (be brief).
7. Place your cellphone in silent mode if you are at a conference, theater or restaurant. If you are having dinner with your family, turn it off!
8. Drive now. Talk later. Multitasking isn’t always a good thing. Evidence shows that accidents are on the rise due to cellphone use. Most calls can wait until you’ve reached your destination, and if a call is upsetting or distracting, pull over to have the conversation.
9. Use common sense. Turn off your phone before a job interview, presentation or boardroom meeting. Leave it off at funerals, weddings or anyplace where a quiet atmosphere is mandated, such as a courthouse, library, museum or place of worship. Do not talk on your phone when you are in a public restroom.
10. If you walk around at work or at a trade show with a hands-free device attached to your ear, you impress no one (except maybe an alien who is observing and laughing from afar). Hands-free devices should be used at times when you don’t have the ability to pick up or hold your phone, such as when you are driving a vehicle. Do not engage anyone in a conversation when it seems you are wired to places unknown; this is very distracting.

When it comes right down to it, proper cellphone etiquette is just a matter of being considerate of others.