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December 5, 2011
Inventorying, Documentation Keys to Good Parts Management (Part 2 of 2)

WINTER HAVEN, Fla. — Managing a laundry facility is a challenge, and when expensive equipment breaks down, the ability to repair it can hinge on knowing where to locate a single part.

During an Association for Linen Management webinar, Parts Are NOT Parts, David Chadsey, managing director of Capital Equipment Consulting (which recently changed its name to Laundry-Consulting.com), spoke about parts management and maintenance, focusing on the need for inventory and documentation.

Knowing what you have by way of inventory is the first step in documenting your machine maintenance, Chadsey says. At some point, every piece of equipment will need to be replaced. Understanding the process and planning for the inevitable will make the job easier to handle, he says.

Chadsey advocates documenting a machine’s usage and tracking inventory as means to understanding what equipment and parts a facility uses and needs. “Because if you don’t know what you use and don’t know what you need,” he says, “the day you need it, you’re probably not going to have it.”

Maintaining a parts inventory is important to keeping a facility up and running, he says.

When polled, every participant in the webinar indicated his or her “inventory system” was to simply look on the shelf when a part was needed.

Sources

Chadsey considers the most reliable source of parts to be the manufacturer and/or authorized distributor. These companies also have an advantage of knowing the laundry industry and generally know what a facility will need in the way of parts. Troubleshooting support often comes as part of the package as well.

“This has the lowest risk,” he says. “They built it, they represent it, (and) they really should know the part you need. And when it shows up, it has the greatest likelihood of being the right part.”

Since many of the machines used in laundry facilities are comprised of parts from other industries, local parts outlets may be an excellent alternative, he says. With competitive pricing, local supply houses typically offer faster delivery and availability. The one downside is that these businesses are not usually industry-specific, so the person behind the counter may not know much about laundry equipment.

Another source could be specialty parts makers, such as Industrial Wheels, Depend-O-Drain and C&W Equipment. Companies like these often advertise in trade publications, Chadsey says, and this source could help lower costs over time.

For any part that may need to be tooled, a local machine shop may be the answer. Chadsey suggests that a local machine shop can often handle a job at a lower cost and with a quick turnaround. Used equipment also may be of help, at a significant savings, he says.

The majority of the webinar’s participants indicated that they purchase parts from a manufacturer or authorized dealer, using a parts outlet or specialty parts manufacturer as a secondary source.

If a now-defunct manufacturer made a machine, a laundry manager may need to get creative when it comes to replacing parts, Chadsey says. Alternative sources become more important when a piece of equipment is not supported as it was the day it was purchased.

In addition to parts outlets, specialty manufacturers, used equipment and custom machine shops, former distributors and the manufacturers of individual parts may be able to help. Issues may arise, he cautions, if the machine has structural problems in addition to individual parts problems.

Replacements

When it appears that equipment will need to be replaced, Chadsey suggests looking at benchmarks before making the decision, including the cost of continuing its operation and an analysis of ROI.

When looking at the cost of operation, consider safety issues or the structural components of the machine; look at the cost of parts and labor, a prime reason to maintain documentation on the repairs for that particular piece of equipment; and be sure to include the cost of downtime.

When considering the ROI, look at the cost of the old machine vs. that of a new or different piece of equipment. This analysis also will help determine a predictable replacement schedule, which is an advantage when talking with senior management.

Chadsey encourages any laundry manager to maintain the documentation on every piece of equipment, to be more aggressive in tracking and maintaining inventory, and to know their regional and local providers of parts. Planning is key to keeping costs down for any facility.

Click here for Part 1.

December 1, 2011
Inventorying, Documentation Keys to Good Parts Management (Part 1 of 2)

WINTER HAVEN, Fla. — Managing a laundry facility is a challenge, and when expensive equipment breaks down, the ability to repair it can hinge on knowing where to locate a single part.

During an Association for Linen Management webinar, Parts Are NOT Parts, David Chadsey, managing director of Capital Equipment Consulting (which recently changed its name to Laundry-Consulting.com), spoke about parts management and maintenance, focusing on the need for inventory and documentation.

Knowing what you have by way of inventory is the first step in documenting your machine maintenance, Chadsey says. At some point, every piece of equipment will need to be replaced. Understanding the process and planning for the inevitable will make the job easier to handle, he says.

Chadsey advocates documenting a machine’s usage and tracking inventory as means to understanding what equipment and parts a facility uses and needs. “Because if you don’t know what you use and don’t know what you need,” he says, “the day you need it, you’re probably not going to have it.”

Maintaining a parts inventory is important to keeping a facility up and running, he says.

When polled, every participant in the webinar indicated his or her “inventory system” was to simply look on the shelf when a part was needed.

Inventorying

Inventorying can be done in several different ways, Chadsey says.

“Establishing an inventory control and a systematic approach to documenting the parts you use is very important. It’s going to prevent extended downtime,” he says.

Inventorying can be done by machine, by part or by rate of replacement. Keeping track of parts and ordering on a regular basis can have other benefits. Many manufacturers and supply companies will offer discounts or no-charge freight, so, Chadsey says, there are some savings that go along with tracking parts and being able to order on a regular basis.

“There is nothing worse than having a piece of equipment fail on Wednesday before Thanksgiving,” Chadsey says, “and your distributor doesn’t have the part.”

Another benefit to inventorying is the data gained when analyzing a return on investment (ROI) for a particular piece of equipment. It also provides credibility to upper management when a facility manager suggests a change.

Warranties

Another key to parts management is knowing what warranty goes with a particular piece of equipment or part. Chadsey suggests knowing exactly when a warranty starts, as some manufacturers use “final approval” for the start date and that may not come until six months after the equipment was installed.

Another consideration is to determine what parts are covered. Some warranties cover general parts but not “wear” items, Chadsey says. Be sure to have those “wear” items defined. Keep in mind there may be special terms to the warranty; for instance, is freight covered in the warranty? Is significant lead time necessary to obtain the part?

Remember also, Chadsey says, that there is a difference between parts warranties and labor warranties. Check the timelines for parts and labor, as they often differ considerably.

Also, ask about extended warranties. This may be needed for new products or if there is a question about the equipment’s longevity. And if you need to activate a warranty, remind your provider that an extended warranty exists. Otherwise, Chadsey says, you may be paying for something you thought was covered.

Downtime costs also need to be considered when negotiating a warranty, and the cost of a warranty and services may be negotiated, particularly if on-site staff are more than capable of doing the needed work.

Monday: The most reliable source of parts...

September 21, 2011
Panel of Experts: The Lowdown on High-Thread-Count Linens (Part 2 of 3)

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

August 30, 2011
Panel of Experts: Involvement, Incentives Build Better Teams (Part 1 of 3)

“Equipment, chemicals, etc., play a huge part in our laundry’s success, but our most important asset is our people. We have to work well as a team. In what ways can I improve my team-building skills and learn how to spot trouble that could drag down staff morale and curtail production?”

“Equipment, chemicals, etc., play a huge part in our laundry’s success, but our most important asset is our people. We have to work well as a team. In what ways can I improve my team-building skills and learn how to spot trouble that could drag down staff morale and curtail production?”

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

The truth is everybody wants to be part of a group. It is part of our DNA. No matter who you are or what you do, you want to be on a winning team.

david chadseyGreat organizations understand this natural inclination, and they build on it. Team building in the workplace not only increases productivity and return, it adds to the personal fulfillment of all those who work for you. When those people leave at the end of the day (or their shift), the successful corporate team is further magnified to all the families represented in your organization. In my house, when Momma’s happy, everybody’s happy.

Team Identity

Your team needs to have an identity. What do you want your organization to be known for? Quality Linen On Time Every Day? Amazing Customer Service? Or maybe Efficiency and Speed to Market?

If your parent organization has a corporate identity, your department can align itself with this overall team concept. The first step in team building is team identity; it is the core of whom you are and what your team members strive to achieve.

In the 1970s, an unusual group of Pittsburgh Steelers defensive linemen became known as the Steel Curtain. Just like you, there were days when those fellas did not want to come to work. They got tired. They got hurt. But they had an identity as a unit that would not compromise control of the line of scrimmage. Something special rose up in them based on that identity that is still recognized 35 years later.

Communicate the Vision

From initial employee orientation, through training and regular staff meetings, managers need to communicate the vision of the team’s identity. Policies and practices should be reinforced by the purpose.

“We answer the phone before the third ring because we have the best customer service in the industry.”

“Our production standard on the small-piece folder is 800 pool towels per hour because we are committed to on-time delivery.”

“We monitor wash water temperatures and chemistry because we are committed to quality.”

Whether you love or hate Walmart, you know it has low prices. The team has an identity that is reinforced by all levels of management every day.

Communicating the team vision is critical. As a leader and manager, if you can effectively communicate your identity and vision, your people will amaze you. Well-coached team members will step up and fulfill corporate vision in areas you may not have even addressed.

Execute the Plan

This is the hard part. I have never met a laundry operator who wanted a reputation for getting “Most of the Linen Clean Most of the Time.” Nobody has the goal of “Delivery Guaranteed On-Time, Except When We’re Late.”

Executing the team plan requires a systematic approach to performance. There are a lot of resources available to help you formally execute your plan. Six Sigma, Lean Manufacturing, ISO 9000 and Miller Heiman are a few that have been popular in recent years across a wide range of industry sectors. Accessing professional, process-oriented support will provide your organization with the structure to help build a successful team.

Equipment Manufacturing: Chuck Anderson, Ellis Corp., San Diego, Calif.

The greatest attribute of any manager is the ability to understand and be understood. Open communication is the best way to improve employee morale and spot trouble.

chuck andersonPraise motivates people! Research shows that in order to increase motivation and ensure top performance, we need to praise at least five times more often than we find fault or criticize. Try not to praise and criticize in the same meeting or conversation. I encourage you to go out and find at least two employees to praise today!

Be consistent and timely. Whether you have daily, weekly or monthly meetings, stay on time and follow up on previous goals and achievements. If action items are not repeatedly addressed, the team will feel the meetings are a waste of time.

Be certain that the purpose and objectives of the team are clearly defined. The team must be aligned around common objectives. People enjoy working toward a clearly defined goal. Write the major objectives on a whiteboard each week to keep the team focused.

Share information and delegate. Many times team leaders or managers have a difficult time delegating and/or sharing information because they fear losing their authority. But if leaders don’t delegate and share information, they lose their time, energy and ability to lead.

Continuously coach and support the development of your team leaders. This may involve hiring outside professionals, or sending your team leaders to “boot camp,” but this will pay dividends in a more productive and motivated team.

Encourage suggestions and ideas. Maybe you have been looking into how to improve production in a certain area. The person doing the work may actually already have the idea since they are involved in the task each day.

Get involved! Make time this week to roll up your sleeves and work the ironer for a couple hours or help load and unload the washers and dryers. This will build camaraderie with your employees and help break down barriers.

Tomorrow: Answers from the uniforms and commercial laundry sectors.

June 9, 2011
Knowing those that know...

I had the opportunity to attend some ALM [Association for Linen Management] educational sessions. Really good stuff. Makes you realize that there are a lot of subject matter experts in our industry. Part of getting it done every day is not just knowing, but knowing those that know.
Although much of the show has slowed down, there are some booths still buzzing.
Thanks for letting me share my thoughts this week. Safe travels.

David Chadsey is managing director of Capital Equipment Consulting, a laundry design and consulting firm, and a member of the American Laundry News Panel of Experts.

June 7, 2011
Hey, there is a show going on!

Hey, there is a show going on! A lot of new equipment.

The demise of Challenge Dryer has morphed into a collection of “It’s just like the Challenge” replicas.

HJ Weir and Electrolux have come out from behind the OEM veil.

And don't miss the new Washex. Or is that the old Washex? Be careful out there!

David Chadsey is managing director of Capital Equipment Consulting, a laundry design and consulting firm, and a member of the American Laundry News Panel of Experts.

June 7, 2011
Soak your feet and press through...

The big thing that really stood out to me today is the difference between "equipment" and "companies." Better equipment is better, but at the end of the day, most laundries will be at the mercy of the companies they do business with. Even more than features, functions and benefits, it is so important to know who you are doing business with.

Wednesday is hump day. Soak your feet and press through.

David Chadsey is managing director of Capital Equipment Consulting, a laundry design and consulting firm, and a member of the American Laundry News Panel of Experts.

May 24, 2011
Maintain Equipment Now or Pay Dearly Later (Part 1 of 2)

“What are the qualities of a good preventive-maintenance program? What are the most important tasks to perform? How much time should we allow for routine maintenance, and when? How much maintenance should my staff be doing, and what should we leave to the pros?” Answers from David Chadsey, Phil Jones, Gary Clifford and Jesse VanOven ...

February 24, 2011
Train Until Crisis Response is Second Nature (Part 1 of 2)

“What planning and training must a laundry manager or textile rental operator coordinate to prepare his/her employees to react safely and swiftly during a crisis in the facility, such as a fire or other life-threatening event?”

“What planning and training must a laundry manager or textile rental operator coordinate to prepare his/her employees to react safely and swiftly during a crisis in the facility, such as a fire or other life-threatening event?”

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