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May 6, 2013

RICHMOND, Va. — Western State Design lands $7.8 million equipment contract

RICHMOND, Va. — Sylvia Small, production leader at the Hunter Holmes McGuire VA Medical Center (VAMC), knows laundry. She has, for the last 25 years, led a team of almost 40 employees responsible for washing, drying, folding and sorting linens and other items for the VAMC and other community partners.

The U.S. Department of Veterans Affairs reports that it has contracted with Western State Design, Hayward, Calif., for new laundry equipment for the medical center. The $7.8 million contract will provide a steamless system—the latest in design and first of its kind for a VA medical center—resulting in a more efficient, and energy-saving laundry, the VA says.

The Richmond VAMC on-premise laundry stays busy serving the medical center, Hampton VAMC, Ft. Lee, Fayetteville VAMC, Camp Perry, Ft. Eustis, and Langley Air Force Base. The new equipment will greatly enhance the laundry’s capacity and offer the medical center and community partners the opportunity for additional services, the VA says.

More than 4 million pounds of laundry is processed annually through the Richmond facility. Equipment has been maintained but as newer technologies became available, renovations became necessary.

Small has seen the increase in community partners utilizing the VAMC’s laundry service since starting there in 1987 and says she is looking forward to the new equipment. The features are expected to be installed, tested and in use by this fall.

“Our team is looking forward to the new laundry equipment that will allow us to produce even more,” she says.

April 24, 2013

SANTA BARBARA, Calif. — Agreement is for two Cottage hospitals in Santa Barbara and Goleta, Calif., and for Santa Ynez Hospital in Santa Ynez, Calif.

SANTA BARBARA, Calif. — Cottage Health System, described as the single not-for-profit provider of acute hospital care in the greater Santa Barbara area, has renewed its longtime contract with Mission Linen Supply, the linen supply company reports.

Under the agreement, Mission Linen will continue to launder all patient linens for three Cottage Acute Care facilities, as well as provide kitchen products, lab coats, floor care products and uniforms for 10 additional labs, clinics and dietary accounts.

The agreement with Mission Linen is for two Cottage hospitals in Santa Barbara and Goleta, Calif., and for Santa Ynez Hospital in Santa Ynez, Calif.

The decision to renew the contract with Mission was made after a review of options in the area, according to Afshin Fatholahi, vice president of support services at Cottage Health System.

“Our relationship with Mission Linen Supply goes back to 2008 and has grown due to Mission’s ability and flexibility to meet our needs and requirements,” Fatholahi says. “We believe it’s important to keep our business within the community and support a local business in Santa Barbara which offers economical advantages for the community at large. It’s a win-win situation.”

The contract with Cottage Hospital will be serviced by Mission Linen plants in Santa Barbara and Santa Maria, Calif.

April 18, 2013

IRVINE, Calif. — Company started in 1932 with founder trading in Model A for used truck for uniform laundry service

IRVINE, Calif. — This month, Prudential Overall Supply is celebrating more than 80 years of service in supplying industrial, healthcare, hospitality and corporate apparel.

Prudential Overall Supply arose from humble beginnings in 1932, when founder John D. Clark first traded in his Model A Ford Sports Roadster for a used truck to use in his new uniform laundry service. His commitment to high-quality service allowed the young company to grow even amidst the thick of the Great Depression. During World War II, Prudential began its garment rental service.

By the late 1970s and into the 1980s, it expanded out of California and grew to more than $35 million in revenue. In the 1990s, Prudential’s cleanroom services went nationwide and the company reached more than $100 million in revenue.

Today, Prudential Overall Supply is very much a 21st century company. The success of its PrudentialUniforms.com website has helped it reach an even larger customer base that exceeds 25,000. Prudential’s nearly 1,500 employees utilize state-of-the-art industrial laundering and cleanroom garment processing equipment, which serves workwear needs from foodservice uniforms to flame-resistant clothing and more.

Prudential also rents and maintains non-apparel facility-image products, such as floor mats, cleaning items, and restaurant reusables and wipes.

March 21, 2013

FALLBROOK, Calif. — Had only recently announced that he was leaving industry due to declining health

FALLBROOK, Calif. — Theodore E. “Ted” Kruger, a longtime executive recruiter for the textile services industry, died Monday at his home after a two-year battle with cancer. He was 77.

Kruger had only recently announced that he was leaving the industry due to declining health. He suffered from cancer.

He was preceded in death by his wife, Markana, in 2007.

Surviving him are four sons, Chris Kruger, Matt Kruger, David Hanks and Ted Holcolbme; two daughters, Judith Reynolds and Didi Hagman; 13 grandchildren; and one great-grandchild.

Burial will be Friday, March 22, at Menifee Valley Memorial Park, Sun City, Calif.

Memorial donations may be made to the St. Jude’s Children’s Research Hospital – Danny Thomas Foundation.

March 18, 2013

ALEXANDRIA, Va. — Ted Kruger is receiving round-the-clock medical care in battle against cancer

ALEXANDRIA, Va. — Ted Kruger, a longtime executive recruiter for the textile services industry, has announced to friends and colleagues that he’s leaving the industry due to illness, according to the Textile Rental Services Association (TRSA).

Kruger, who lives in California, is receiving round-the-clock medical care, gets regular visits from his two sons and two daughters, and is not in pain, TRSA reported in its association publication.

He told TRSA he was diagnosed in 2011 with cancer. After receiving extensive treatments, he felt well enough to accept job-placement assignments in the San Francisco area. The cancer returned a few weeks ago, and Kruger was given only a short time to live.

The Ted E. Kruger Recruiting website is now closed.

According to TRSA, friends and associates may contact Kruger at 760-731-7243. His address is 4650 Dulin Rd. #1, Fallbrook, CA 92028.

February 27, 2013

SANTA BARBARA, Calif. — Company to use six CNG trucks in Morro Bay, Calif., and Phoenix to deliver linens, uniforms and restroom supplies

SANTA BARBARA, Calif. — After a successful pilot program here, Mission Linen Supply will soon begin using six CNG (compressed natural gas) trucks in Morro Bay, Calif., and Phoenix to deliver linens, uniforms and restroom supplies to customers, the company says.

CNG was one of several alternative fuels that Mission Linen Supply considered as it was seeking to increase its commitment to sustainability. During the pilot, the company was impressed by CNG’s reduced environmental impact compared to the threat caused by disposal of batteries used in hybrid applications.

The company worked with BAF Technologies, a provider of natural gas technology and conversion services, to equip trucks with the CNG system.

CNG-powered engines are capable of reducing NOx (nitrogen oxide) emissions by as much as 98%, thereby reducing smog, Mission Linen Supply says. They are also capable of reducing carcinogenic particulate matter by 99%. The overall reduction in greenhouse gas emissions will be 30% or greater, the company adds.

“Since we depend on trucks to conduct our business, we are committed to finding ways to increase fuel efficiency while reducing our carbon footprint,” says Don Bock, director of Risk Management for Mission Linen Supply. “We’re thrilled that we can have a positive impact on the environment and save money, making the case for other companies in our industry to follow suit.”

February 26, 2013

CHICAGO — Input from equipment manufacturing, textile/uniform rental and commercial laundry sectors

Equipment Manufacturing: Steve Hietpas, Maytag Commercial Laundry, St. Joseph, Mich.

steve hietpasAlthough not directly related to the manufacturing of commercial laundry equipment, for some of our customers this topic is a major concern. Professional laundry managers can do two things to help stem the flow of objects found in dirtied linens: an employee training program and, where applicable, conveniently placed containers for depositing razor-sharp objects.

In healthcare settings, a number of pointed objects—hypodermic needles, for example—are used on a regular basis. These needles, if left in soiled linens, are dangerous to professionals processing the laundry. By incorporating collection receptacles in or near every patient’s room, it makes disposing of these items properly more convenient and more likely. Coupled with a program to train staff of the importance of sharps disposal, laundry processing is much safer for all parties involved.

In the food and beverage industry, training again plays an integral role in reducing the amount of cutlery found within soiled linens. The awareness gleaned from training helps to protect those processing the linens and ensures the vast majority of utensils are available for patrons.

Textile/Uniform Rental: Tom Peplinski, Golden West, Oakland, Calif.

tom peplinskiSharp objects can be a safety concern to all those handling soiled linen. Each year, millions of workers suffer workplace injuries that could have been prevented. Approximately 30% of all workplace injuries involve cuts or lacerations, and about 70% of those injuries are to the hands or fingers.

Some practical steps can help minimize the risk of contact with sharp objects:

  • Include the issue of sharp objects in your hazards safety meeting
  • Post reminders that sharp objects may be present in soil area
  • Be sure that gloves (puncture-resistant, when possible) are worn
  • Be sure all personnel are trained in the procedures of handling soil
  • Have a clear, written policy and procedure covering first aid
  • Keep good housekeeping rules that include eliminating sharp objects and edges
  • When sharp items are found in soil, try to identify customers from which they came and inform them of the issue.
  • Post anti-sharp/anti-garbage posters at customer’s soil area
  • Offer to speak at customer’s safety meeting to address the potential problem
  • Inspect the area where the soil container is placed to see if there might be a safer area elsewhere
  • Inform all service personnel when sharps are found so they are aware of the risk

Finally, review past incidents/injuries involving cuts and lacerations. Have participants discuss the cause of the injuries and possible solutions as to how the worker or employer could have prevented them. Apply suggestions for improvements to your “Cuts and Abrasion” policy and procedures.

Commercial Laundry: Richard Warren, Linen King, Conway, Ark.

richard warrenLaundries don’t put the sharps into the linen stream, and we can’t keep them out.

I find that infection control staffs at hospitals are embarrassed about the issue, so we need to be sensitive in our approach. I find them quite willing to work with a laundry that maintains a professional attitude toward what they perceive as their own problem. We certainly can’t be heavy-handed when we discuss this issue.

We have done some things physically that have practically pushed this problem into extinction. We contact the infection control people, our point of contact in the linen department, and the linen committee to talk about how to keep the sharps out. They need to know where the offending item came from, so we help by taking a picture of the item. Sometimes it’s identifiable. If the discovery is made in the sorting department, we make note of the specific carts we are working with at the time. We e-mail all this information to personnel at the hospital so they have something to work with. Calling them to complain just keeps the adversarial relationship alive.

Not all hospitals recognize the urgency of the situation, but those that do have shown a dramatic decrease in incidents. We apply the same procedure to all manner of rogue hospital items, some of obvious value. Any customer would appreciate that attention.

There are commercially manufactured machines that “scan” the soiled laundry for foreign objects, and are used at the point of linen collection. I don’t have any first-hand knowledge regarding their effectiveness.

February 4, 2013

POMONA, Calif. — New hire has broad management background, with expertise in sales and operations

POMONA, Calif. — Consolidated Laundry Machinery (CLM), which manufactures industrial laundry dryers and other equipment, has hired Martin Pharis as company president. He replaces Vice President and General Manager Carolyn Landsperg, who retired in January.

Pharis brings an extensive and diverse management background, with expertise in both sales and operations, CLM says. He comes from Prudential Overall Supply, where, as a director of production, he was responsible for industrial and cleanroom operations throughout the United States. His primary role was to improve operational efficiencies through process changes, plant revitalization and equipment design.

Previously, he worked in operations at Mission Linen Supply, was a regional sales director for Tingue, Brown & Co., and spent nearly 20 years at Alsco in a variety of operations roles.

pharis“We conducted a thorough search for a leader with deep laundry industry experience, a firsthand knowledge of CLM and its equipment, an extensive understanding of customers’ needs, and a passion for service,” says Jason Farber, principal of Carlin Capital Partners, which owns CLM. “Martin brings everything that we were looking for, and we are excited to help him implement his vision for CLM and its future.”

“I was presented with an opportunity to lead a company that I know well and that has a great history as an equipment supplier in our industry,” Pharis says. “In CLM, I see a solid foundation from which much potential for growth exists, and I look forward to building on that which CLM does well and improving in areas where we can provide even better products and value-added services to our customers past, present and future.”

Landsperg retired to spend more time with family and to pursue volunteer work, CLM says. She spent her entire career in the laundry industry, the last 20 with CLM.

The manufacturer says it remains committed to “continuous innovation and improvement” of its customizable industrial dryers and related equipment.

January 2, 2013

TRSA’s agenda presents thought-provoking speakers covering issues that impact numerous facets of textile services operations. From economy-wide business and human resources trends to industry-specific topics, Annual Conference programming guides attendees’ results-driven strategic planning. This year’s setting in California’s wine country will offer unique social opportunities for participants and their guests. As always, the conference offers the industry’s best opportunity to network with the most successful entrepreneurs and operators serving every sector of the textile services marketplace.

Register: http://www.trsa.org/calendarevent/annual-conference

December 17, 2012

BAKERSFIELD, Calif. — Bakersfield plant joins others in Phoenix, Ariz.; Albuquerque, N.M.; and Santa Maria, Fresno, Salinas and Chino, Calif.

BAKERSFIELD, Calif. — Mission Linen Supply reports that its Bakersfield facility has been accredited by the Healthcare Laundry Accreditation Council (HLAC), making it the seventh plant companywide to be so recognized.

The Bakersfield plant joins facilities in Phoenix, Ariz.; Albuquerque, N.M.; and Santa Maria, Fresno, Salinas and Chino, Calif.

HLAC is a non-profit organization that inspects and accredits laundries that process healthcare textiles for hospitals, nursing homes and other healthcare facilities. National inspections assure customers that the highest-quality standards are met when processing healthcare products, Mission Linen Supply says.

“Earning accreditation makes us a better company and gives our customers peace of mind from knowing their supplier is meeting the highest standards in processing healthcare textiles,” says Karl Willig, Mission Linen Supply president/CEO..

“The customers that we serve—predominately acute-care hospitals—are accustomed to dealing with agencies, vendors and people who have earned accreditation. It’s the right thing to do if you are in the business of processing and providing healthcare textiles.”

November 21, 2012

CHICAGO — Input from chemicals supply, linen supply, uniforms/workwear manufacturing, and healthcare laundry sectors

CHEMICALS SUPPLY: MARLENE WILLIAMS, ANDERSON CHEMICAL CO., LITCHFIELD, MINN.

Sound business sense requires a review of new-business cost vs. return on investment. The balance sheet for new textile services would include costs of marlene williamscustomer needs for equipment, level of service expertise, and frequency of service required to provide good-quality product and customer satisfaction. These costs should be balanced against the profits generated by anticipated product sales.

Other factors may enter into an unbalanced, but desirable equation. These would include anticipated increased future sales, entry into non-textile products offered by your company, transportation or delivery logistics, and numerous account-specific exceptions.

stephen marcqLINEN SUPPLY: STEPHEN MARCQ, GENERAL LINEN SERVICE, SOMERSWORTH, N.H.

I like to think of this as two separate questions, the “what” vs. the “where.” Does the account make sense on its own merits, and then does it make sense to send a truck there?

On the “what” side, consider the following:

  • Profitability/pricing — Does this account fit into your overall growth strategy?
  • Your target markets, and the account’s prominence in it. Name recognition can help your sales team’s ability to gain other business in that market segment.
  • Are the delivery and billing parameters compatible with your company requirements? If they are so different that they affect your ability to provide good quality and service, you may want to avoid it. Better to not start what you know you can’t do well.
  • If margins are low, are there other compelling reasons—name recognition, contribution to overhead, etc.—to do it? It can make sense to service accounts selectively that don’t make economic sense in and of themselves. Nothing occurs in a vacuum.
  • Consider the competitive ramifications of taking or not taking the new business, i.e. strategy over profitability. You may not want it, but that may be outweighed by how much you may want your competitor to not get it.

On the “where” side, a common concern comes up when you are presented with an opportunity to service an account in a more distant area, or one you are not in. I like to consider the following:

  • Estimated account revenue — The economics of traveling improve with account revenue, of course, but an unintended consideration is that you could become tied to it. Many companies would consider 10 $200 accounts to be better than one $2,000 account for this reason.
  • Evaluate growth potential in the area. Use a modeling approach for a quick and dirty analysis of your growth potential there, by comparing the number of accounts and/or total revenue per capita for the potential area vs. an existing, better developed one. If you service 30 accounts in a similarly sized town, that should give you an indication of the potential in the one you are considering.
  • Is there any connection between your existing business and this new business? There may be times when you have to service a location to keep an existing customer happy, and prevent any competitive intrusion.

There are definitely times when not serving a new account makes sense, but with new business so hard to come by, it’s better to look for creative ways to get it into the fold. Painful as it may be, if you know an account is just not going to be a good fit, don’t take the business and tell its principals why. Often, there are one or two things that are major concerns, and if the customer wants what you offer badly enough, it might be more willing to negotiate a better outcome.

UNIFORMS/WORKWEAR MANUFACTURING: STEVE KALLENBACH, AMERICAN DAWN, LOS ANGELES, CALIF.

steve kallenbachThere are basic and not-so-basic questions that need to be answered in the area of new business before the final sale. Companies need to decide if they are in a growth mode or a profit or maintenance mode.

Growth modes can drive sales with lower margins, as companies are willing to “buy” certain business to penetrate target markets. That being said, some companies may proactively decide to use low margin pricing in special targeted markets, while maintaining standard, more profitable pricing in other core markets.

Other key questions or criteria to settle when evaluating new, possibly marginally profitable business include:

  • Is the product already part of your core offering or are you adding it to your line? If it’s an additional product, your merchandise cost will be higher (by percentage) until you reach critical mass.
  • What is the customer’s quality/replacement expectation? Does it expect “first wash” perfect visual quality on every delivery, or is the market standard OK?
  • Based on pricing, does the return on investment (ROI) meet your normal standard? Can you get enough turns to pay for the merchandise and all related costs, and still make a profit? You’d be surprised how some pricing programs will analyze if you put them through a life-cycle assessment.
  • What is the contract length? Do you have enough time to “profitize” the account? Is the contract length the same as your other business, or shorter/longer?
  • What are the payment terms, and what is the credit history of the account? You can write the largest account on the planet, but if it doesn’t pay its bills on time, you don’t make money and actually incur hidden costs (carrying its money).
  • Does your plant need more volume in certain product(s) in order to make your operation more efficient? Let’s say you write a good-size account in non-standard new product. The account is great and pays its bill, and the price is decent, so you are making money. But the production and flow is not enough to run full loads, so you have hidden costs in special handling, inefficient loads, or even merchandise wear-out due to less-than-capacity mechanical action.
  • Are the new-business logistics within range of your current business, and can the route handle it efficiently? For instance, you can pick up a high-priced $100 account with standard product, but it’s an hour from any stop. The two-hour turnaround to service this account actually costs you revenue in opportunity loss.
  • Where is the competitor in this scenario? Does taking a piece of business at a lower price keep it out of the area? Does turning down a piece of business at a lower price send a signal to the market that you and your business are about sensible marketing? Does taking a piece of business at a lower price displace a competitor?
  • Are you taking the entire account, or is this piece of business just a portion? Does this smaller piece of business provide you an opportunity to wedge into a competitor’s account?
  • Will the account require normal maintenance or high maintenance, in terms of visitation, entertainment, service levels or other activities? All of these areas are generally overlooked cost drivers.

You should weigh these factors when going after any new business, much less new business with new products in new markets. This is all part of strategic marketing. Especially in new markets with new products, it is company leadership that needs to “run the numbers” to stay profitable.

Yes, there are times when it makes sense to buy business at lower prices, and other times when it’s best to turn and walk away.

HEALTHCARE LAUNDRY: SCOTT BEATON, KAISER PERMANENTE NORTHERN CALIFORNIA

scott beatonMany textile service linen companies use the same basic criteria when evaluating a potential customer relationship. The relationship needs to be fiduciary in order to provide a sustainable valued service to the customer while making a fair profit for the provider. There are a number of key factors to consider when conducting a profitability evaluation for new business including:

Transportation Cost — Due to increasing transportation costs, perhaps the greatest factor to consider is the distance of the client from the processing plant. A service radius should be established with concentric circles emanating for the plant. Special pricing and exceptions can be made for customers that accept fewer deliveries per week and or agree to store additional linen to lessen the “windshield” time involved to service them.

Volume of Potential New Business — How does the potential client fit with your current production flow and product mix? If you are a large COG (customer-owned goods) laundry, it may not be feasible to service smaller accounts due to soil-sort configuration, tunnel load sizes, physical layout, and finishing-equipment capabilities.

Available Product/Linen Inventory — Whether rental or COG, an adequate agreed-upon par level needs to be purchased and maintained.

Production Scheduling — It is vital to consider whether your laundry’s current operation can handle the additional pounds without increasing the number of employees and/or hours of operation. How does it fit into the current schedule? Can it be processed by acquiring additional, more efficient equipment or will you need to hire and train additional labor?

Product Mix — Does the potential client have specialty products and linens that will require more expensive processing and handling? Customers may require that linens be folded and packaged in a particular way. Ensure that the equipment you have can process the linen to the customer’s expectations and needs.

Retention/Satisfaction of Current Customers — There’s nothing wrong with looking at ways to expand your business, but not at the expense of losing existing customers. It is much cheaper to retain customers than to constantly turn them over.

Make sure that you are proactive and maintain the customer service to which your current customer base has become accustomed. When considering expansion and growth, take a long, hard look at your plant’s current operations. Additional volume may allow you to make improvements in equipment and processing, and this could increase your productivity and reduce labor hours in the long term.

Click here for Part 1!

November 20, 2012

The Independent Textile Rental Association (ITRA) will host its 2013 Annual Convention on Sept. 29-Oct. 2, 2013, at the Silverado Resort and Spa, Napa, Calif.

To learn more about this event, visit the ITRA website.

November 20, 2012

CHICAGO — Input from hotel/motel/resort, commercial laundry, textiles, and at-large sectors

HOTEL/MOTEL/RESORT LAUNDRY: JR NORRIS, DELTA UNIFORM AND LINEN, ALBUQUERQUE, N.M.

My advice is to not get far from your basic business focus.

We focus on hospitality linen and explore all options for the discerning customer. High-end restaurants, fine hotels, bed and breakfasts, country clubs and finer properties are businesses we target. We did try healthcare to increase volume, and this was a disaster.

Healthcare is priced so low per pound that our production team has to focus on speed. Regarding hospitality, our production team is always focused on quality and attention to detail. To have the plant shift gears for healthcare jr norrisand then back to hospitality was difficult; both lines suffered. So we decided to increase our per-pound price, stay in hospitality alone, and market our service as being the best.

We watch carefully when investing in any products that are out of our normal linen rental line. If a new account requests an item we don’t carry, we offer some options to rent for a higher amount for a while until we recoup some of our investment, or they sign a contract that says they will rent it for X times a year or purchase it and we process it.

Also with a new account, we require cash on delivery for a period of time. This has saved us on some new accounts that went out of business early on.

Some new-account factors to consider are:

  • Is there additional cost?
  • Is sorting labor-intensive?
  • What is the material composition?
  • What is the level of colorfastness?
  • Are hems strong?
  • What are the needed washing/drying times?
  • Must the goods be dried separately?
  • Are the goods finished by tunnel drying or hand ironing?
  • Is the packaging plastic wrapping or string?
  • What is the cost if damaged?

Bottom line is don’t let any new business affect your current customers or your plant in a negative way.

COMMERCIAL LAUNDRY: TOM GILDRED, EMERALD TEXTILES, SAN DIEGO, CALIF.

While there may be no “magic formula” to determine whether or not to serve an account, there are certain criteria that can be used to make the decision tom gildredsimpler. One of the greatest challenges can be balancing aggressive sales efforts with profitability and operations.

Some of the factors that impact the viability of serving accounts, and should be considered, include:

  • The proximity of a potential customer to the plant as well as to existing customers you serve.
  • Pricing — including incremental pricing.
  • Volume of the potential customer’s business.
  • Item mix and number of items.
  • Seasonality — Are you in a market that has a lot of seasonal fluctuation? If so, this will impact hiring as well as linen purchases.
  • Weather Conditions — Certain climates affect the life span of the linen as well as how often you have trucks on the road. These factors can impact linen purchases (including how often you have to purchase to accommodate life spans) and delivery costs.
  • Is the customer COG or rental, and which type of linens comprise the majority of what you are currently processing?
  • Competition — Sometimes it might be wise to seize the opportunity, even if the profitability isn’t quite there, in order to maintain or grow market share.
  • Financial Need — The health of your business is, of course, a primary consideration, and sometimes you might consider a lower price per pound in order to make the entire operation more profitable.
  • Labor Force — Do you have the existing labor pool to facilitate the new business and service it well in accordance with your commitment to quality?
  • Capacity — The plant’s ability to process the new business is a key criterion, and it’s important to allow time for equipment maintenance, so bringing on business that creates a 24/7 processing situation can compromise the plant’s quality and ability to meet demand.
  • Quality — Will adding this business in any way compromise providing quality service and products to your current customer base?

Ultimately, after taking this list of criterion into consideration and weighing the value of the account, it should be easier to determine the right course of action based on the overall health and wellness of your business and not only the revenue to be gained (or price per pound).

TEXTILES: TOM LANGDON, ENCOMPASS GROUP, MCDONOUGH, GA.

There is an old saying in our industry: “Any order is a good order.” tom langdonOn the surface, that makes sense, as nothing happens until a “sale” is made or a contract written. But in reality, no business can be successful trying to be all things to all customers or trying to service all markets.

Let’s compare and contrast the healthcare and hospitality markets, as these are the two dominant markets in which readers may choose to take on new business.

In healthcare, the linen is just a necessity in delivery of the primary product. In stark contrast, linen can be one of the “key” areas to promote and brand hospitality product offerings to the consumer.

Another contrast is at the end-user level. The healthcare end-user is not using the linen by choice but rather is in the facility as a matter of need. On the other hand, the hospitality end-user participates by choice and expects an experience that is satisfying and memorable, and will often reward the provider in the form of repeat business. As such, the motivating factors required for the linen are vastly different.

As you drill down into each market channel, each has differences that separate them. They may be subtle or obvious, such as the difference between a 10/1 open end yarn, five pounds per dozen bath towel used in healthcare, and a 12/1 ring spun, 17 pounds per dozen bath towel used in the hospitality market. Each meets the customer’s requirements but are quite different in appearance, cost and processing.

Some laundries may find it easy to incorporate the needs of different market channels, while others struggle. Some guidelines that will help you determine which category you fall into involve attention to detail.

It all starts with the product specifications (you can’t get too detailed here). If you want to control the output, you must manage the customer expectations and select the right inputs.

So, if you are considering taking on new business outside your core competency, you may want to first do your homework. For example, in healthcare, there tends to be a lot of product standardization, which works well for commercial laundries. The opposite tends to be true in hospitality, where hotels use linen as a way to differentiate themselves from the competition.

The pros of expanding your reach are obviously new business. The cons can be a disruption to your incumbent business by reducing operating efficiencies and increasing operating costs.

Develop a checklist approach that includes each critical aspect of the new customer or business. Analyze its key drivers and ensure you are properly aligned to meet these needs.

Finally, I have revised the old industry saying to “Any profitable order is a good order.” Remember to keep your current customers satisfied while trying to grow business in these challenging economic times.

MEMBER AT LARGE: DOUGLAS STORY, SWISHER HYGIENE

Taking new business seems to be the first impulse of every sales person and, in many cases, even top management. But is it that simple?

douglas storyIn the 1980s, I read a book written by Akio Morita titled Made in Japan. The book was about his efforts to start his business, Sony. One takeaway has had a lasting impact on my thought processes about new business.

Sony launched the transistor radio into the American market after an American company decided that American consumers wanted “big radios.” In his efforts to sell the radio, he met with a buyer that wanted 100,000 units, an order worth almost as much as his company at the time.

How would you respond to a new customer that placed the kind of order that would double or triple your total sales revenue? Would you jump at this opportunity?

The company wanted Morita to price the radios in units of 5,000, 10,000, 50,000 and 100,000. His plant was capable of producing a little less than 10,000 units per month. Promising 100,000 units would mean expanding, hiring more people, and taking on long-term risk.

For 5,000 units, Morita charged regular price. For 10,000, he gave the largest discount. For items above 10,000, the price he quoted started to climb. Why would he do this? Charging more for higher volumes seems to be counterintuitive. But Morita was assessing the impact on his business for the short term and the long term. Sales would be great, but the risk to manufacturing and the money needed to comply with this account’s needs would endanger his business’ long-term health.

Taking this holistic approach, he developed a system that would satisfy the needs of the customer and the long-term needs of his company. He sold the customer using this method, and the long-term success of Sony has been well documented.

Morita’s example taught me to look at more than just grabbing the sale without considering its impact on your organization and its bottom line. I also believe that you should fully analyze your current customers in the same way, because all of us have a customer or customers that should be eliminated, or at least reassessed, so that your organization benefits.

Putting on new business is one of the most expensive actions an organization can take. It’s important that your business recover that expense and turn a profit (or cover expenses, for you non-profits) for the benefit of the company, its employees, its customers and the shareholders that depend on the health of the operation.

Check back tomorrow for Part 2!

October 23, 2012

CHICAGO — Input from uniforms/workwear manufacturing and chemicals supply

UNIFORMS/WORKWEAR MANUFACTURING: STEVE KALLENBACH, AMERICAN DAWN, LOS ANGELES, CALIF.

steve kallenbachMerchandise control is such a huge area of any processing plant, from choosing the right textile to processing it correctly to getting it back after delivery. Any of these three areas can make or break a laundry, whether you service inside or outside customers!

Product Selection and Placement — Choose the right textile for the application, getting the right product in the right place at the right cost (price).

Buying the cheapest unit-priced product isn’t always the lowest cost. And it isn’t always the best answer for the customer or you. What quality and other attributes do your customers expect, or can separate you from your competition?

What are the positive “wear life” ramifications for your operation? What does an improved product do to your rag-out percentage? As operators, we need to measure true cost and not just textile price. Plus, it is important for you to balance your product selection between marketing and cost issues.

Life-Cycle Costing — This can prove what is right for your operation. If you buy a textile at 30 cents per unit and it has a life of 10 washes, the life-cycle cost is 3 cents per serving. If you buy a textile for 40 cents per unit and it has a life of 20 washes, the life cycle cost is 2 cents per serving. In this example, by spending 30% more on the product, you actually gained 100% servings and your cost is 30% less.

Freight Cost Considerations — This is a huge consideration when looking at cost. And there really is no free lunch.

If your supplier pays the bill, it has to be worked into their cost. Many times, especially in larger metro areas, it is more cost-efficient to cut your own freight deals and pay it yourself. Additionally, consolidating your shipments instead of a lot of small orders can save you a lot of money. This is best handled by buying large put–in buys monthly rather than weekly.

Product Integration — Does it meet or exceed the plant standard? Does the packaging and case pack affect the put-in labor? Does the fabric match your current offering in color, weight and weave? Is it “too good” for the standard, causing the integration period to drive customers to want only your new product?

Processing — Improper soil sorting, chemicals overuse, formula water levels, under-loading, formula time, formula temperatures (heat) or extraction can cause you to inadvertently wear out products prematurely.

Some key results of improper processing are alkaline hydrolysis; shrinkage; redeposition; bleach damage; placket crease; thermal shock; polyester heat damage; excessive linting, pilling or fading; hanger molding; and compression wrinkles.

It is important to work with your product supplier and chemical company in reviewing this issue, as these problems can typically be discovered and solved fairly easily.

Loss and Abuse Recovery — Some companies count their soil, inspect it, and charge for abuse and/or replacement. Other companies don’t count and simply charge an “inventory maintenance fee” to cover average losses.

Answer these two questions: How many pieces are you putting in for inventory maintenance to cover your loads? How many pieces does your loss/abuse revenue (whether direct or in a maintenance charge) cover?

The difference between these two numbers could show you the black hole of missing merchandise. If you are putting in more than you are getting paid for, and you are using the maintenance fee, it would be apparent that one or more of your accounts is abusing the system by either damaging or losing more merchandise than you are recovering through revenue. You may have to isolate these accounts and put them back on a soil count system rather than a maintenance program.

Product Reuse — Most operators do a marvelous job in this area. Examples are using downgraded bar mops for turk towels, dyeing hand towels for automotive cleanup, etc. As you choose products, it is important to consider their “second life.” Otherwise, you must measure your rag-out cost and choose a product and placement that provide the longest life. If you are ragging out products directly from first life to junk, consider a second-tier product.

Facility Security — Flat goods should be held within a fenced “crib,” where only authorized employees can enter. Your backup inventory area should also be secured so that unauthorized personnel cannot get to it. Your stockroom should be secured as well, with only authorized employees allowed within. If you cannot crib your areas, then paint a bold yellow line on the floor.

It’s important to post “Authorized Personnel Only” signs. Cover this issue in your orientation documents and then reinforce your security rules at every employee meeting. Specifically, it should be against company policy for a route person to pull his/her own load or fill his/her own garment orders. It isn’t that route personnel typically “steal” the goods. Many times, uncontrolled merchandise ends up at your customers and they are not billed for it. Any good route person worth his/her salt has extra goods on the street. We just shouldn’t invite this practice.

There must be a proper paper trail in order to control inventories. This means even if a manager is filling a “shortage,” there should be a signed document from a manager one level higher granting authorization. Personally, I would authorize this sort of activity only at the general manager level. All movement of merchandise to and from your operation should be secured with a properly executed inventory control document. Train your plant employees to fill these orders only with proper authorization.

Many operators install video equipment and signage at all exits to monitor all merchandise movement. If this is done thoroughly and talked about in your meetings, employees will be motivated to assist you in merchandise control and understand that this is a high cost.

Put-In Management — Start with any control period (week, month, quarter), and calculate your total starting inventory. Now add organic growth: the invoiced increases in pieces per product, as well as new items added to accounts. Subtract invoiced decreases in pieces by product, as well as item cancellations from accounts. Now subtract your product “down-grades” and “rag-outs” from the mix, by product. The inventory balance is what you should have in stock. If you are still short product to fill your loads, you have identified a “black hole.”

Stockroom Management — Set up visual standards for your grading and establish at least three grades: near new (A), standard (B) and utility (C). Keep new and near-new goods separated from standard goods. If an order comes in for standard goods and cannot be filled, it should not be an easy task to fill with new. Implement a second-level management authorization to fill B grade orders with A grade garments. And if goods need to be ordered, the highest level of management should be in the review/approval cycle.

Route Control — In some cases, shrinkage can occur through theft. But in most cases, shrinkage occurs when extra (free) merchandise is given to customers. Try auditing suspect routes unannounced. Validate the goods being sent out on the load, and have a manager count them. When the truck comes in, count in the soil, count in all clean return, and balance it against the load sheet. Discuss any discrepancies with the route person and the owner and/or general manager present. Take it seriously, and they will, too.

Taking a “route ride” is probably the most effective way to get a handle on extra merchandise. This is an audit of the route person rather than the customer. At the customer site, look for extra inventory and how the soil is coming in. Are bar towels being used for grill pads? Are shop towels being used to wipe off Bondo putty? Document the ride-along and review findings with the route person and key management.

Inventory Correction Initiatives — One way to make merchandise control fun to have an annual or semiannual “inventory correction and account growth” contest, to balance inventories with invoices.

Typically, routes are paid new-business commission on “add items” only, not increases. In this case, authorize commissions for contest length (six weeks is recommended) on all inventory increases. This allows the route to fix the invoice by adding the additionally used inventory instead of bringing it back. The commission will motivate any route person, as he/she never gets extra money for fixing invoices.

Given the choice of bringing goods back and putting them into your “amnesty cart,” experience has shown that most route personnel prefer to fix the invoice and make some money. Additionally, when customers are faced with either sending the goods back or paying for it, they will typically approve adding it to their invoice.

As you think about your own operation, use these 12 steps to evaluate and measure where you are.

CHEMICALS SUPPLY: MARLENE WILLIAMS, ANDERSON CHEMICAL CO., LITCHFIELD, MINN.

marlene williamsTextiles are vulnerable to attack from a multitude of misuse situations. One that is easily overlooked is the laundry environment: a chemical, thermal, and mechanical constant for every wash cycle.

Laundry chemistry and machine programs have significant impact on textile fiber damage or longevity.

Matching fiber and soil classification types to machine chemistry and programs can optimize soil removal, fabric wear, and overall product quality. Utilizing a “one program fits all” approach or demanding unreasonable rewash percentages easily takes a toll on fabric life.

High alkalinity, temperature, and extended wash cycles can deliver extremely low rewash results, but the toll on the fibers can often be found in the dryer. Changing from a conventional program to a neutral, reduced-temperature program reduced the amount of dryer lint by almost 25% in a number of nursing home laundry tests.

Allocating time and effort to review soil classification by machine chemistry and programs can pay big dividends. Periodic review of textile replacement costs is satisfying to track. Even more satisfying is the excited customer who calls to tell you that because of his/her/your new program, they have to purchase rags—they aren’t making them in their laundry anymore.

October 16, 2012

CHICAGO — Input from healthcare laundry, commercial laundry and linen supply sectors

HEALTHCARE LAUNDRY: SCOTT BEATON, KAISER PERMANENTE NORTHERN CALIFORNIA

scott beatonIt has been my experience that most linen users do not fully comprehend the costs involved in linen replacement and laundry processing. Products are misused, abused, given to patients and in some cases thrown away.

It is vital to continually conduct departmental surveys with the help of the linen management team and laundry/linen vendors to illustrate to end-users the annual costs of linen abuse and misuse.

It is during these types of audits that a number of poor linen practices can be discovered and observed, such as:

  • Housekeepers using good-quality washcloths as rags
  • Housekeepers using towels as liners underneath buckets on their carts
  • Nursing and staff using bath towels and other linen products to clean up spills
  • Unacceptable linen (stained/torn) being placed in soiled-linen hampers or thrown into the garbage
  • Linen with bodily fluids/blood being “red bagged” and sent out with infectious waste
  • Finding linen in visitor lounges
  • Hoarding of linen in storage closets
  • Too much linen being taken into patient rooms as a matter of convenience
  • Bath towels being used as liners beneath plants
  • Thermal blankets being used to cover air conditioning units and the areas under windowsills to trap cold air

To minimize these occurrences, help the end-users develop a facility-wide action plan.

Initiate an intensive public relations and linen awareness program for all staff. It should be part of new-employee orientation as well as continuing education.

Utilize the assistance of both the linen management team and linen/laundry vendors. Help them to initiate “Linen Awareness Days,” which have been proven effective in increasing end-users’ knowledge. Typically, a “manned” exhibit is set up outside the cafeteria, and employees participate in contests that touch on issues concerning laundry/linen costs, misuse, and abuse.

COMMERCIAL LAUNDRY: TOM GILDRED, EMERALD TEXTILES, SAN DIEGO, CALIF.

tom gildredThe costs associated with linen abuse can be surprisingly high, and while the decision makers in our customer organizations are often aware of those costs, sometimes the hospital staff benefits from awareness and education in this area. Communication, training and a strong partnership are the keys to limiting unnecessary expenses associated with damaged linen.

First, it’s important to discover, or uncover, the issues. One way to do this is through regular floor tours with the hospital team, during which improper handling is identified and documented. Hospital tape applied to sheets is a primary offense. This practice can ruin as many as 10 sheets that follow one that has gone through the ironers.

Substantial savings can be realized through simple suggestions such as using sheets or bath blankets that have been taken out of service as rags to pick up spills, clean up paint and grease, or wax floors. It also might be a good opportunity to offer the benefits of a microfiber program, which is not only green and sustainable but also more effective for the hospital housekeeping team.

Sharing findings with the nursing staff and end-users on a regular basis should have the largest impact on cost control. One can gain further support by offering solutions to hospital administration, which may lead to a stronger partnership in the long run. Over time, cultural changes promoting sustainability and cost containment should have a significant impact on reducing linen abuse.

Another important step is regularly monitoring internal laundry facility processes and quality control programs to ensure that best practices are employed, as well as to eliminate the possibility of processing becoming a factor in damaged linens. Documenting those processes and programs to provide customers with evidence of quality control is another good step to ensure communication and solid partnership.

Sometimes a complaint comes in that “The laundry is ruining my linen.” The majority of linen replacement is due to linen damage and abuse occurring at customers’ facilities. Processors are well served to implement and adhere to a strong quality assurance program that demonstrates their commitment to customers. When issues arise at the facility level, it’s important to make it a policy to acknowledge and address problems in a timely manner and to communicate with the customer about the resolution as quickly as possible.

Building an honest, communicative partnership with customers can aid in working together to provide and maintain high-quality linen and greater patient satisfaction.

LINEN SUPPLY: STEPHEN MARCQ, GENERAL LINEN SERVICE, SOMERSWORTH, N.H.

stephen marcqThe best time to talk to your customers about the costs of linen abuse is right now! Really, it starts in the sales process for new customers, and by ensuring that linen conservation requirements are introduced correctly at a new-account installation.

It’s harder to break a customer of a bad habit than it is to start good ones. By helping your customer take better care of your items while they are in his possession, you lower your own linen replacement and processing costs, which allows your (his) pricing to remain lower longer. It truly is a win-win for both sides, and a great way to partner with customers for mutual benefit.

Whether it’s a new or existing customer, start by ensuring there are enough soil containers to ensure the customer can pre-sort linen to your requirements. Typically, storing soiled garments, kitchen towels, aprons, tablecloths and napkins in their own separate containers will help prevent damage from improper storage.

Make sure that soil bags are stored in a dry, secure area in between pickups. Provide laminated bilingual signage with a picture of the item over each bag, and install them. Make sure that items used are appropriate for their intended use. Most of us wouldn’t want to rent a bath towel to an auto detailing shop, for example, but perhaps a #2 grade is appropriate for that application. Also, ensure that items in service are being used for their intended purpose, i.e. don’t allow napkins or washcloths to be used for cleaning tasks.

If your system allows, identify abusers through your soil room, and single them out for special attention and increased management visits. At scheduled account visits, include linen conservation evaluation and discussion as part of your regular talking points. Sometimes, selling or giving away bags of rags for heavy cleaning tasks is a great solution.

Remember, too, that the employee who sees your customer most often is your route service representative (RSR). Leverage that relationship. Ensure your RSR maintains the conservation initiatives you have in place and talks to his contact about results and opportunities often.

Make sure that your conservation message is reaching the right ears. The people using the product are the usual targets for the message, but make sure the people paying the bills are in the loop, too. If you reach both end-users and payers, you will have covered all your bases and helped set yourself up for the best possible outcome.

Billing for damaged items is a last resort that can be viewed as problematic. If you’ve laid the proper groundwork and gained the understanding and support from the customer during the process, you can and should expect to be paid for misused or damaged rental product. The alternative to not billing when appropriate is to simply include the cost of damage in every customer’s pricing, which essentially penalizes the good customers who have to pay some of the freight for the abusive ones.

Lastly, consider negotiating and agreeing on some form of recurring damage billing for abusers who can’t or won’t change their operation, to help avoid billing fluctuations and associated pain.

Check back tomorrow for Part 2!

October 9, 2012

SAN JOSE, Calif. — Acquisition of new flatwork finishing equipment first phase in hotel's three-phase revamp

SAN JOSE, Calif. — There often comes a time when hotels examine their on-premise laundry and decide whether to keep processing their linens in-house or to outsource. Reasons can range from aging equipment and escalating labor and utility costs to pressure from unions and/or outgrowing the allocated space. The luxurious 800-room Fairmont San Jose recently faced this dilemma. With equipment replacement imminent, the pounds-per-operator-hour number low, and labor costs rising, the hotel decided to take a hard look at its options.

Processing up to 16,000 pounds per day, Fairmont looked into the option of outsourcing by evaluating bids from several local linen service providers. Simultaneously, the hotel reached out to equipment distributors and manufacturers for their input on design, equipment recommendations, laundry assessment, and pricing. Western State Design was awarded the contract to supply, install and commission new flatwork finishing equipment from Chicago Dryer Co.

The Fairmont San Jose decided to take a three-phase approach to replacing its laundry equipment, with finishing equipment being the first phase. Western State Design’s Phil Charlton and Mike Boelk worked diligently with hotel management—Assistant Director of Housekeeping Jason Lustbader and Chief Engineer Larry Wick—to ensure a successful project and to provide the facts and figures in support of why reinvesting in new equipment and keeping the laundry in-house made economic sense.

The long-term partnership between the hotel and the distributor plus Fairmont’s proven success with Chicago® equipment at other properties around the world provided an extra level of confidence that the laundry renovation would go smoothly and deliver the promised results.

New equipment includes a Chicago King Edge Vac CT, Century 2-roll 5200 CT Steam Ironer, Skyline S-16 CT Folder, and Stacker. The complete flatwork system was designed with CHI•Touch, a state-of-art, PC-based, color touch-screen control.

The CHI•Touch easy-to-use graphical interface provides operators, floor management and service teams at the Fairmont San Jose with real-time information to maximize productivity and machinery uptime. The system on all three pieces of equipment allows the ironing line to function more seamlessly than ever before. An operator simply touches the screen at the feeder to select any of the property’s seven programs and the ironer and folder adjust accordingly. The color touch screens indicate simply and clearly what is happening in each machine component.

Installing the new flatwork finishing system has eliminated the Fairmont’s need to pre-condition sheets, increased processing speed (from 65 feet per minute on the old system to 138 FPM on the new system), eliminated three FTEs at the ironing line, and reduced flatwork finishing operating hours by roughly 50% (from 10-16 hours per day to 6-8 hours per day).

The Fairmont San Jose triple-sheets its beds and commonly has the need to process up to 3,000 sheets per day on a full turn with the Chicago flatwork system, which also handles all of its table linen, pillowcases and napkins.

The Fairmont San Jose made an educated choice to keep its laundry in-house and is realizing the savings and efficiency resulting from investing in the first all-CHI•Touch ironing line in the country. The property is now able to effectively process at the speed and cost of a well-automated and efficient commercial laundry, while controlling and producing linen quality that consistently meets the high standards of the hotel’s rooms and food-and-beverage management, project managers say.

COMPARING IN-HOUSE TO COMMERCIAL

Whether an on-premise laundry is benefiting a hotel by providing better service at lower cost or is a financial burden to the property is unique to each location. Several variables—such as floor space, equipment age, utilities, access, and property location—need to be considered. Additionally, true operating costs and the outsourcing provider’s proposal need to be compared dollar for dollar. What to purchase and from who are also key questions to answer.

Equipment providers that can offer turnkey solutions are likely the best choice, but often are not easy to find. The decision as to whether investing in in-house operations is prudent and offers the required monthly savings ultimately belongs to hotel management and ownership. These are some items to consider:

  • In-house laundries generally benefit from maintaining lower par levels, reducing overall linen cost and inventory while freeing up valuable storage space
  • Tighter quality-control measures can usually be met when processing in-house, resulting in brighter whites, less staining, a higher-quality finish, and longer linen life
  • Some commercial laundry service providers do not process food-and-beverage linen or uniforms, creating the need to use two or more outsource companies
  • A commercial service in need of increasing production to process a wide variety of quality and linen types may use stronger chemicals, acids, alkaline and bleach, which can weaken fabrics and increase discard quantities
  • Does the linen service provider have a contingency plan for power outage, flood, fire, or other disaster that could interrupt service?

In some cases, it may make economic sense to outsource, or a hotel may need an outside linen service provider to meet its excess demand or for emergency service, and there are many reputable linen service companies to meet these demands. It is necessary, however, to periodically visit the laundry provider to check on the process, chemicals and detergents being used and the quality of finishing and folding. It’s also important to check the water source to ensure the water is soft and will not discolor or damage the linen.

PHASE TWO AND THREE IN WORKS

The Fairmont San Jose carefully followed this evaluation process and chose to keep its laundry in-house, saving at least 12 full-time jobs within the hotel and local economy. Today, its efficient laundry operation meets the quality demands of a top-rated hospitality property.

Moving forward, the hotel will complete the planned second and third phases to revamp the remainder of its laundry services and provide the state-of-the-art property in the heart of Silicon Valley with a laundry that will meet its needs for many years to come.

August 28, 2012

CHICAGO — Input from uniforms/workwear manufacturing and linen supply sectors

UNIFORMS/WORKWEAR MANUFACTURING: STEVE KALLENBACH, AMERICAN DAWN, LOS ANGELES, CALIF.

Typically power interruptions come with myriad issues, like the aftermaths of storms and major weather events. Laundry plants are a major operation, from an energy, water and sewer supply steve kallenbachperspective. To have an on-site backup system in place (electrical, steam, water, sewer) would be a daunting and expensive proposition. Laundries do, however, lean on sister operations, suppliers, and, many times, competitors when catastrophe occurs.

National and regional companies have a distinct advantage here, since their locations can back each other up. Using relay trucks, they typically truck laundry back and forth, just like a depot situation. Not quite as easy as it sounds, but most, if not all, of these larger companies have contingency plans in place.

Smaller independents should have a plan in place as well. This means you reach out to another independent or national in your geographical area (typically one far enough away that they don’t directly compete) and make a contingency plan to back each other up in the case of a catastrophic event.

Our industry is an amazing community. When catastrophe occurs, everyone jumps in to help, regardless of competitive situation. But it does behoove an independent to draw up a more formal plan of action, and even an agreement to support, with another company. Many times, the cost of processing can be set for each other, so that both parties have their costs in place.

Typically, regardless of the support in place, a laundry has to “put in” at least one day’s supply of textiles into the system to recover immediately. Make sure that your suppliers have healthy inventories of “route-ready” goods in place for your core merchandise. If you have the cash on hand, it may even be a good idea to have these goods on site, and secured for emergency purposes.

Communication is the biggest issue in these situations. All of your associates need to be accounted for, not only that they are OK, but that they are going to be able to show up for work. All of your customers need to be called, not only to make sure they know you'll be open and on which day, but to ascertain their special inventory needs for cleanup, etc.

Whether you manage a large national location or an independently owned operation, you should have a detailed plan of action, starting with an outline on Processing Support, Logistics Support, Route Ready (New) Textiles, Employee Communication and Customer Communication.

A final word of advice: whether you are billing out extra merchandise in an emergency or for normal operations, make sure you have an accounting method in place so you know whether you got your goods back after the storm. The cost of catastrophe is many times seen in lost textiles. Your typical merchandise control rules go out the door during crisis. Don’t let them! Make sure goods are accounted for, regardless.

Your emergency contingency plan should be thought out, written out, reviewed and tested in training. The key in any catastrophic crisis is to carefully think through your plan of action beforeit happens.

LINEN SUPPLY: STEPHEN MARCQ, GENERAL LINEN SERVICE, SOMERSWORTH, N.H.

Having a written, updated disaster plan in place will help identify problem areas in advance, and direct you toward anticipating problems (including power outages) and having procedures in place to effectively deal with them.

stephen marcqThe Textile Rental Services Association of America (TRSA) has provided excellent and recent information about creating one. This is a great time to either get to work on such a plan for your company, or pull the current plan out and update information as needed.

Speaking from the customer service side, communication, both internal and external, can be critical during the first hours of a power outage.

One key short-term issue is accessibility to your computer system and software without power. For example, being able to contact your customer base from offsite phones could be helpful, but you need access to the information in your database to do so.

Also key is the ability to receive calls, faxes and e-mails. With many companies now using VOIP (voice over Internet protocol) systems, your phones go out along with computers when the power does.

Having small backup generators in place can help maintain continuity and allow key customer service and billing/invoicing functions to continue.

Printing or uploading invoicing to handhelds a day in advance at minimum is good practice, as is fully loading delivery trucks a day in advance. Both these steps will buy additional time, during which power will hopefully return and production will have resumed.

If not, you will have already started to implement other parts of your disaster plan, such as reaching out to competitors you have reciprocity agreements with, borrowing or ordering additional products, etc.

Most power outages last a day or two at most, and as long as you can talk to your customers, print invoices and communicate internally and externally, you should be OK.

Click here for Part 1!

Click here for Part 2!

August 21, 2012

CHICAGO — Input from commercial laundry, healthcare laundry and chemicals supply sectors

COMMERCIAL LAUNDRY: TOM GILDRED, EMERALD TEXTILES, SAN DIEGO, CALIF.

tom gildredA contingency plan for power outages should be comprehensive and encompass multiple areas within the operation. As a healthcare laundry, it is critical to deliver consistently and on time to customers. We employ a contingency plan outlined as follows:

  • Provide ample supply of par at customers’ facilities
  • Work in advance
  • Maintain an inventory of processed linen
  • Maintain an inventory of new linen
  • Prepare for emergency through redundancy and backup plans
  • Operate with reserve capacity

First, managing within The Joint Commission’s requirements to maintain a certain par, or number of days’ worth of laundry at customers’ facilities, and ensuring ample supply for the appropriate number of days is important. Second, working ahead in the plant, and having processed linen ready for delivery in advance aids readiness and consistent supply. Holding in reserve new linen at your own plant facilitates the availability of excess inventory in the case of emergency or power outage.

Securing additional power generation in case of emergency is important for successful contingency planning. Either owning your own backup power generator and maintaining it, or identifying suppliers and securing an agreement to lease a generator when needed is a proactive approach to ensure your laundry is in the front of the queue within hours of the request, at a time when demand may be high. Having agreements with backup processors in a geographically desirable radius of your service areas should be the final step in your contingency plan.

Finally, processing below actual capacity allows the operation to ramp up throughput and provide additional volume after an interruption. By operating below total capacity, a facility not only reduces wear and tear on equipment, it ensures its ability to respond quickly and “catch up” as needed in outage situations. Plant redundancy is a crucial aspect of capacity, and having a facility with extra machinery, boiler power and air compression allows for tremendous increase in throughput when needed.

We at Emerald Textiles tested our contingency plan on Sept. 8, 2011, when all of San Diego County and some neighboring cities were completely without power. Having a solid plan in place allowed us to maintain operations and deliveries seamlessly.

HEALTHCARE LAUNDRY: SCOTT BEATON, KAISER PERMANENTE NORTHERN CALIFORNIA

The definition of a good contingency plan is as follows:

scott beatonThe plan shall provide for the uninterrupted operations and services in the event of any occurrence potentially leading to the disruption of the provider’s operations. Such disruptions include, but are not limited to, loss of utilities, medical emergencies, natural and/or man-made disasters, fire, inclement weather, work stoppage, and/or major accidents.

A contingency plan should include the following components:

  • Plant and transportation contingency protocol
  • Key member re-call chain
  • Contact list of backup laundry facilities
  • Backup source of textiles on call

The provider should furnish a mechanism to inform. A step-by-step procedure should be in place in the event of an emergency and shall be available to supervisors, each of whom may be responsible for execution of the protocol.

All employees should be familiar with the major elements of the plants contingency protocol in the event of emergencies.

The pyramid re-call chain should be written, complete, current, and available to all supervisory personnel, so that timely and accurate contact can be made in case of an emergency.

A designated person should maintain the call chain and be responsible for updating it at least annually or when personnel changes occur, and distributing the list to personnel.

The facility should have written agreements with one or more alternate laundry providers that could cover the facility’s volume, detailing when and how these providers will process textiles in an emergency.

Such agreements shall be updated annually, signed and dated.

The provider should have adequate transportation capabilities with contingency planning.

The facility should have written agreements in place with one or more alternate textile suppliers, detailing the services and delivery times provided.

CHEMICALS SUPPLY: MARLENE WILLIAMS, ANDERSON CHEMICAL CO., LITCHFIELD, MINN.

Power outages tend to be regional—it is unlikely an entire city will be without power. As a contingency plan, have another laundry ready to take your work in marlene williamscase of a short-term power outage. This can be another institution in the same business you are, or a commercial laundry.

Have the agreements worked out in advance so that the switchover is as smooth as possible. There will have to be many accommodations made in your facility to get this done, and you need a contingency plan that everyone understands and agrees to.

The second thing you can do is to acquire a dedicated gas-powered generator that automatically comes on in the event of an emergency. Laundries can be “sinkholes” for power, however, so the best idea here if you have a large laundry is to maintain a dedicated generator with the ability to “dump” large quantities of power on demand. (A large washer going into extract can pull down an incredible amount of power in the first 30 seconds of start-up, so your generator system needs to be able to accommodate this huge spike in demand.)

These two actions, along with keeping adequate linen on hand (having a two-par inventory in locked storage would help if you are located in an area where power outages might be expected) are your options for addressing power outages.

It is far less likely that you will suffer a gas outage, but it is still a good idea to have a propane backup for the possible loss of natural gas (I’m thinking here of ground disturbances such as earthquakes). The changeover from natural gas to propane is relatively easy, and your maintenance team should be ready for this conversion at any time with the parts and know-how to get the job done quickly and with a minimum of disruption.

If you are in a zone where these ground disturbances are probable, get a large propane tank and prep your team for this contingency.

(Editor’s note: Williams received assistance from consultant John White in writing this month’s response.)

Check back tomorrow for Part 2!

July 17, 2012

CHICAGO — Input from uniform manufacturing, commercial laundry and at-large sectors

UNIFORMS/WORKWEAR MANUFACTURING: STEVE KALLENBACH, AMERICAN DAWN, LOS ANGELES, CALIF.

The answer is yes, you can. But in overloading and under-loading, there are some ramifications.

steve kallenbachSometimes, the outcome might outweigh the costs, but it’s definitely something to be mindful about before proceeding as a regular part of your production process.

First, there are five key elements in washing textiles: mechanical action, temperature, water level, time, and chemistry. If you increase or decrease one of these elements, it will impact other elements of the cleaning process.

Additionally, in many cases, it will add wear and tear to your machinery.

When you increase (or over-load) your washer-extractor, you decrease the amount of “open” area for the textiles to tumble—commonly referred to as “mechanical action.”

This decreases the textile cleanliness outcome, doesn’t take out stains (likely causing early replacement), and will definitely add to mechanical stress on the machine, especially if the load is over 100% of the stated capacity.

You can sometimes offset this inequity by increasing the formula time and/or the chemistry, but while the overload may reduce the amount of loads, your true operating costs may actually increase.

Sometimes, you have to consider more than just weight...volume, perhaps. Large items that absorb little water (such as mats) will have less negative impact than items that hold lots of liquid (microfiber toweling) when loaded strictly by weight.

Additionally, the soil type can dictate the load factor, if you are trying to provide more than normal mechanical action to remove heavy soil, etc. If you know the relative absorption of the product as well as the soil factor of the load, it will assist in your management call to either overload or under-load. Either way, you need to closely monitor your quality output and make adjustments continually and accordingly.

You also need to monitor rejects and rewash. The load factor may actually cost more than just following the usual formulation instructions, as it could result in double processing! One old trick in loading full-drop wash wheels is to visually load the machine to three-quarters full level.

When you under-load your washer-extractor, you increase the mechanical action significantly. While this is not an efficient use of resources, and may cost you significantly more to produce, the practice can also break down the fibers of your fabrics and cause all sorts of textile wear issues, such as heavy pilling, tears, etc.

While the appearance on the surface may lead you to believe that you are either cleaning product better or producing faster, the hidden reality is that you could be damaging your machines or your textiles.

In the end, this all comes down to customer satisfaction and relative costs. My advice: Be careful, be calculated, get the opinion of your chemical supplier, monitor the quality and textile life closely, and track your machine maintenance.

COMMERCIAL LAUNDRY: TOM GILDRED, EMERALD TEXTILES, SAN DIEGO, CALIF.

tom gildredWhile there may be no “magic” answer to this question, I believe the real answer is “it depends.” Several factors that impact decisions regarding loading capacity should be considered when defining the formulas for processing. Some of these include quality standard, type of machinery, category of linen, and the degree of soil present.

Depending on your objectives, and the four factors I’ve mentioned, it might make sense to load either slightlyheavier or slightlylighter to achieve your goals. For instance, terry cloth items absorb more water, which is important to remember when considering overloading this type of item, as the additional water will make it even heavier. Other less-absorbent items, such as gowns, could be managed in heavier loads.

Certain products are well suited for under-loading in the drying process to ensure a quality finish without wrinkles, while some items may be overloaded with no problem—in fact, it may be desirable. Each type of load has its own custom formula, including how much of the product to include in the load. This formula is best determined by the particular item’s specifications and its level of soil in order to achieve the quality required.

Both overloading and under-loading are strategies that can be used to achieve optimal efficiency and quality. The right combination of load capacity, chemical mix, water temperature and processing time ensures production efficiency, optimum throughput and the proper quality levels.

MEMBER AT LARGE: DOUGLAS STORY, SWISHER HYGIENE

douglas storyI think we should first define what overloading a washer means. Is it 100 pounds in a 100-pound wash wheel, or is it 200 pounds in a 100-pound wash wheel? Well, you could be loaded correctly in both cases.

If the load is not soiled, or is lightly soiled, you could load to 100 pounds and it would be correct. But, if it is a load of wet bar towels, loading a 100-pound washer to 200 pounds could result in just processing 100 pounds of dry, clean bar towels, so that loading is correct as well! Simply speaking, you have to know the average soil load of the fabrics that you are processing in order to properly load the washers.

As for loading in general, I don’t think the standards are set in stone but the warranty on the equipment is. If one overloads the washer too much, you may end up with mechanical issues. In reality, one could, on occasion, overload a washer by 10-15% of rated capacity, but it should be an exception and not a standard operating procedure.

Water levels, electric motors, brakes and space capacity can all be negatively affected by overloading a washer, and all this is in addition to the poor-to-horrible quality the washer will be producing.

What happens to the fabric when you overload a washer? Here are a few things:

  • Mechanical action is reduced or eliminated
  • Distribution of water is limited

It is possible that not all the fabric in a horribly overloaded washer will even touch water during the process. I learned this lesson in college after trying to wash all my jeans and heavy shirts on the cheap at a Laundromat. I still had powdered soap on my very dry jeans as I unloaded the washer. What a mess.

  • Distribution of chemicals throughout the washer is uneven

This can damage areas where concentrated chemicals contact the linens.

  • Fabrics are not adequately cleaned and cannot be considered hygienically clean or sanitized

In spite of the accounting calculations on the enhanced productivity, overloading may create mechanical and quality issues that would override most savings over a longer period of time.

As for under-loading, it is just a waste of labor, equipment and operational efficiency! The industry is starting to create washers and dispensing systems that can actually compensate for various load sizes, but I still find it a waste in terms of equipment and time expenditures.

If you have a 100-pound washer, use its capabilities to the maximum. This will ensure that you are using labor, chemicals and time optimally in your efforts to produce a quality product at the best possible price.

A few points about under-loading:

  • Chemical concentrations are too high
  • Mechanical and chemical wear on fabrics is excessive
  • Water use per pound processed is excessive
  • Energy use per pound processed is excessive
  • Labor cost per pound processed is excessive

So, whenever possible, load your washers to within 10-15% of the rated capacity of what would be considered the clean, dry weight of the fabric. And for goodness sake, use a well-calibrated scale to make sure you are adding the right poundage to your washers.

Loading your washers as they should be loaded will go a long way to maximizing the overall efficiency of your washroom operation.

Check back tomorrow for Part 2!

June 25, 2012

Western State Design will host a two-day Chicago Dryer Co. Service Seminar on Sept. 13-14. Topics will include preventative maintenance, proper operation of Chicago® equipment, troubleshooting, and sequence of operation. There will be a hands-on question-and-answer period with factory service representatives, and Chicago® will be serving lunch. Contact Western State Design to RSVP (space is limited).

June 25, 2012

Western State Design will host a two-day Chicago Dryer Co. Service Seminar on Sept. 17-18. Topics will include preventative maintenance, proper operation of Chicago® equipment, troubleshooting, and sequence of operation. There will be a hands-on question-and-answer period with factory service representatives, and Chicago® will be serving lunch. Contact Western State Design to RSVP (space is limited).

June 13, 2012

SANTA BARBARA, Calif. — Tex Wasabi’s and Johnny Garlic’s have been clients for 14 years

SANTA BARBARA, Calif. — Mission Linen Supply reports that it has renewed and expanded its contract with Tex Wasabi’s and Johnny Garlic’s, the two multi-location restaurants owned by The Food Network’s Guy Fieri.

Mission Linen will be the sole provider of table linens, napkins, floor mats, aprons and towels for all seven restaurant locations, including the recently opened Johnny Garlic’s location in San Jose, Calif.

Johnny Garlic’s and Tex Wasabi are both owned by Fieri, the host of the wildly popular Diners, Drive-ins and Dives, as well as the special series Tailgate Warriors, both on The Food Network. The restaurants first partnered with Mission Linen Supply in 1998 and have relied on the company for tableware and floor care needs ever since. The seven California locations are serviced by Mission Linen’s facilities in Salinas and Sacramento.

“The level of service and quality that Mission Linen has provided over the past 14 years is what convinced us to renew our contract,” says Brett Hutchison, COO, Johnny Garlic’s and Tex Wasabi’s - Guy Fieri Signature Restaurants. “The entire operation is professional, from the front office to their dependable and personable drivers. There was no question we would continue to partner with them when it came time to open our new location in San Jose.”

June 6, 2012

MINNEAPOLIS — Places hybrid electric diesel step vans into service in Northern California

MINNEAPOLIS — G&K Services has launched a pilot program to test hybrid electric trucks in its fleet of delivery vehicles. The company has placed hybrid electric diesel step vans—projected to cut fuel consumption and carbon emissions compared to conventional delivery vehicles—into service in its locations in Northern California.

“We are excited to get these new hybrid trucks on the road, making deliveries to our customers,” says Dick Stutz, G&K’s senior vice president of operations. “G&K is focused on both maximizing the fuel economy of our delivery fleet and being good stewards of the environment.”

The new vehicles were obtained in partnership with the State of California’s Hybrid Truck and Bus Voucher Incentive Project (HVIP). G&K will work closely with state officials and the vehicle manufacturers to track and analyze the performance of these vehicles and assess the technology for broader use.

Anyone wanting to learn more about G&K’s commitment to environmental sustainability may visit the company’s website.

May 15, 2012

CHICAGO — Input from chemicals supply, commercial laundry and textiles sectors

CHEMICALS SUPPLY: MARLENE WILLIAMS, ANDERSON CHEMICAL CO., LITCHFIELD, MINN.

marlene williamsWe have chosen to address three common stubborn stains that can best be managed with procedure, machine programs and chemistry. We will outline procedures important to all stain removal and then address specifics for each stain category.

In all cases, it is important to either pre-treat the stain, or begin the laundering process, as soon as possible after staining. The sooner that stains are removed from the fabric, the less aggressive the program required for removal and the greater the possibility for success.

With a few exceptions, it is important to treat stain removal with the warmest temperature appropriate for the fabric and color blends. Chemical activity increases with elevated temperature and stain removal is generally enhanced with higher temperatures. Exceptions to the “higher the better” are situations involving color fading/bleeding, fabric shrinking, protein or blood “setting,” or exceeding temperatures recommended for enzyme products.           

Medicinal Stains — There are a number of medicinal preparations that can be irreversibly set with chlorine bleach if not thoroughly removed prior to bleach process. Chlorhexidine gluconate and iodine preparations must be thoroughly rinsed prior to standard wash cycles. Education of healthcare staff regarding possibility of irreversible staining, vigilance by laundry staff for particular laundry categories, and possible replacements of non-staining materials can provide solutions. Salves and skin-protection preparations compounded with oils may need special attention and are best removed with selective surfactant products.

Food Stains — Food stains are common to healthcare and hospitality linens. Conventional chemistry with increased alkali and detergent usually provides satisfactory results for greasy soils. Protein stains can be removed with a bleach program step if fabric dyes are compatible. There are a number of enzyme detergents and enzyme presoak products that provide good removal of protein and/or greasy stains if soak time is available. Be sure to match specific enzyme product to type of food stain.

Athletic Uniforms — School and professional athletic colors have never been selected for laundry compatibility! Before beginning any aggressive stain-removal program, make sure that both uniform materials of construction and colors can withstand temperatures and chemistry chosen. Always consult manufacturer’s care tags. Temperature and chlorine bleach are two often-exceeded treatments that can do irreversible damage to fabric finish, fading/bleeding of incompatible colors, and overall irreversible color deposition. There are also a small number of hazardous chemistries that are used to strip dyes and field marking colors. These should be avoided by using an enzyme presoak program if team schedules allow.

It is important to identify impact-generated (helmet and plastic padding) stains that are a result of fabric and protective gear colors being physically transferred into the opposing team’s uniform fabric. Impact transfer is usually an irreversible situation.

COMMERCIAL LAUNDRY: TOM GILDRED, EMERALD TEXTILES, SAN DIEGO, CALIF.

From the perspective of an industrial healthcare linen services provider, the most stubborn stains regularly encountered include bodily fluids, metal and rust stains, tape residue and finally medicinal chemical stains.

tom gildredWe address these difficult stains through a multi-tiered approach, designed to address each particular type of stain. Time, temperature, chemical action and mechanical action are the keys to effective stain removal, and can be adjusted as each case requires. 

As a first step, we work closely with our chemical company to create the proper formulation, or “chemical cocktail,” to remove specific types of stains. Heavily stained linens are identified during soil sort and separated for special treatment.

After the appropriate treatment has been determined, we pre-wash the heavily stained items to remove the first level of soil in our heavy-duty single-batch washers. Hand inspection is employed throughout the process to determine what the next steps are, as well as to ensure quality control. A stringent quality-control program ensures that we effectively launder items until the stains are eradicated.

Because of the intense nature of healthcare laundry stains, there are instances in which items are destroyed in the process of stain removal and those pieces are placed in our linen recycling program. By continually evolving our processes, and working with our chemical vendor, we successfully remove a large number of stains.

TEXTILES: TOM LANGDON, ENCOMPASS GROUP, MCDONOUGH, GA.

Not having had much experience with this topic, I sought the advice of a few long-time laundry professionals. What I found was a little surprising. While most agreed about which substances were the most difficult to treat and remove, their approaches to accomplish this task were completely different.

tom langdonOne approach is stain avoidance. The process starts with sorting the soiled linen from least stained to most stained, or light, medium or heavy soil. By isolating the dirtiest linen, the launderer reduces the chance of contaminating the rest. They also sort by soil factor (whether the stains are protein- or oil-based), as this will determine what wash formula should be used to process the linen. Using this approach, most of the cleaner linen can run through the normal process and be cleaned satisfactorily. They then save the “blood load” to be processed at the end of the shift when the wash formula, along with temperature and process time, can be adjusted.

On the other end of the spectrum is the “one wash” method. Using this approach, the laundry does not segregate its linen because it has optimized its process and system to yield the best overall cleaning results. Of course, if an item that is obviously heavily soiled turns up, they would not process it, preferring instead to rag it out. As stains are the enemy of efficiency, this method works to minimize their disruption on the process.

Stains, after all, are a big problem. Some operators advise that they incur more loss due to stains than to wearing out product through processing. Up to three times more product is “ragged out” because of stains than from actually being worn out.

Regardless of the approach, most operators agree that, in the healthcare setting, Hibiclens, or chlorhexidine gluconate/isopropanol, is the toughest stain to get out. This antiseptic liquid is applied directly to a patient’s skin at the incision site prior to surgery. Its normal state is a clear pink liquid. After being transferred to a textile article and exposed to chlorine bleach during processing, it turns orange-brown and is a difficult stain to remove.

The products themselves play a part in the challenge of dealing with stains. Results from my research rank incontinence products, patient apparel and bath items as the products that experience the most stains. Fabric type is also a factor in stain resistance and stain removal.

Due to advances in finishing chemistry and applications, polyester-rich products actually fare better than cotton-rich items, even though in its natural state polyester has an affinity for oil. These predominantly synthetic-rich products also last longer, which is a plus when exposing them to additional mechanical action and stronger wash formulas that can accelerate the breakdown of cotton-rich fabrics.

Stain treatments are changing. Historically, stain-release treatments were based on C8 fluorocarbon chemistry that has been identified as being harmful to the environment and bio-accumulative. The Environmental Protection Agency (EPA) has requested a voluntary elimination of this chemistry by 2015; manufacturers of these products have been working toward alternatives since 2000. As with most developments, the alternative technologies are more expensive to produce. Some estimates predict as much as a double-digit increase in the cost of stain removal with the new technology as compared to current options.

Regardless of which method you use to process your tough stains, one thing is clear. Stains are here to stay and will become more challenging to treat as the demands for environmentally friendly chemistry becomes the norm.

Check back tomorrow for Part 2!