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September 11, 2012

COLORADO SPRINGS, Colo. — The solution: a hybrid tunnel design utilizing 1,600 pounds of existing conventional wash capacity

COLORADO SPRINGS, Colo. — Water is a big deal in Colorado. Discover Goodwill of Southern and Western Colorado, which operates the Fresh Start mixed plant laundry here, was using almost three gallons of water per pound of laundry processed. Management knew it had to make some changes in order to stay competitive in the marketplace.

DESIGN TEAMS TUNNEL AND CONVENTIONAL WASH AISLE

Over the years, Fresh Start’s conventional wash aisle had grown to 10 machines totaling of 2,250 pounds of wash capacity, but many of the washers were past their normal service life. Heavy soil drove the high water usage. In 2011, the local water utility announced a 300% rate increase to be phased in over three years.

With anticipated growth opportunities also in the mix, a new tunnel washer system made sense, but a significant portion of Fresh Start’s seasonal business included military goods that weren’t compatible with tunnel processing. Staying conventional and installing a state-of-the-art water-reuse system was also under consideration. 

Fresh Start needed a wash aisle that used less water, capacity to double production capability, and significant conventional washer capacity. Available space would not accommodate a full tunnel system plus the conventional wash capacity needed. And the capital cost of new conventional washers plus water reuse was significant.

The solution: a hybrid tunnel design utilizing 1,600 pounds of existing conventional wash capacity. A shared manual gravity rail would service a new line of high-production 450-pound dryers. The shared-dryer design provided adequate dry capacity for the tunnel and conventional washers in a shared space.

COORDINATION IS KEY TO KEEPING DOWNTIME TO MINIMUM

A major equipment change can shut down laundry production for weeks or even months, so with the business in growth mode, this was a concern.

Project scope included major steam, water, electric, HVAC, and air-supply modifications. New roof penetrations were required, old walls had to come down, and installation of new walls and barriers was needed to maintain functional separation between soiled and clean areas. Old dryers and washers would be rigged out before new equipment was brought in and installed.

Fresh Start selected Kannegiesser USA to deliver the equipment and installation solution it needed. Tony Jackson, Kannegiesser’s sales manager, organized a team of local industrial contractors, and the project was squeezed from eight weeks of plant downtime to just three.

“We settled on a very aggressive installation schedule,” says Jackson. “We needed a good collaborative effort to meet the time line goal for full production, and everyone delivered.”

New equipment included a Kannegiesser PowerTrans 10-compartment (165 pounds capacity in each) tunnel washer, Kannegiesser PowerPress 56-bar extraction press, Gardner Machinery heavy I-beam rail system, three CLM 450-pound capacity industrial dryers, and six ADC dryers.

Mech One was responsible for all HVAC and ductwork. Much of the material was pre-fabricated in advance of the equipment delivery. It designed and built modular ductwork above the roof that transitioned the hot dryer exhaust parallel with the roof. While sturdy, the design allows for easy disassembly, providing interior inspection access.

Olson Plumbing & Heating consistently stayed ahead of their schedule commitments for air, gas, water, drain and steam, according to Jackson, and successfully troubleshot a last-minute issue to ensure proper gas pressure was available for the plant’s larger gas utility load.

The new electrical requirements required a block-wide power shutdown to install the new service.  Electric Services of Colorado mobilized during early weekend hours and made the transition seamless for Fresh Start and its affected neighbors.

MATERIAL-HANDLING SYSTEMS ENHANCE ERGONOMICS, SAFETY

Ergonomics and safety were also primary goals of the laundry renovation. Fresh Start employs disabled individuals throughout the laundry. Helping them reach their highest level of personal and economic independence is central to the mission of Goodwill.

Utilizing a manual conveyor on the back side of the tunnel eliminated the safety hazards of an automated shuttle; the conveyor inclines to load press cakes to the dryer rail. The heavy I-beam rail design allows up to three cakes—a full 450-pound dryer load—in each sling. Manual rail can work even when ceiling height is not sufficient for automated rail technology.

Where once dryers had been manually loaded from carts, the new clean rail provides faster, easier dryer loading. The dryer rail also provides nearly 7,000 pounds of staged storage between the tunnel and the dryers. Rail staging can increase tunnel production by eliminating system holds associated with “waiting for dryers.”

The system performed right from the beginning, says Vae Lafano, laundry project manager at Fresh Start. “Summer is our busiest season. The new laundry design shortened our seasonal wash-aisle production by six hours a day. They told me that the tunnel would put pressure on the finishing side of the plant, and it has.”

And how’s the water usage? In the first two months of operation, Lafano reports the tunnel water consumption is averaging 0.5-0.6 gallons per pound. Good news for Fresh Start, and good news for Colorado.

February 1, 2012

KEYSTONE, Colo. — You might not expect a town of 825 permanent residents to have much need for production laundry services, but try adding 230 inches of annual snowfall, 19 ski lifts, 135 ski runs, cat skiing, night skiing, high-speed gondola rides, ice skating, and hockey.

Twenty-five thousand pounds of rooms linen each day adds up pretty quick for Richard Griffin, laundry manager for the Keystone Lodge and Spa.

Griffin, a veteran laundry manager and vice president of the Association for Linen Management, operates a tight but effective production hospitality plant at the Vail Resorts property. Service requirements include three different levels of linen quality serving 400 hotel rooms and 1,600 condo units.

He recently spoke to American Laundry News about the challenges of linen management and distribution at the seasonal resort laundry operation.

“The key to our linen management success is controlling the inventory,” Griffin says. “We provide linen services here at the Keystone Lodge and Spa, but also to a number of smaller properties in Keystone and over the mountain at Breckenridge, as well as for 1,600 condo units in the area.”

Q: What type of linen products do you use?

Griffin: We process the hotels by the batch as NOG (Not Our Goods) type work. Most of their products are very nice 240- and 400-thread-count blend and full cotton flatwork.

We are in the process of upgrading all of our condo linen to 240-thread-count cotton blend flatwork and high-end terry. It is a significant capital commitment. We spent a lot of time detailing linen specifications: weight, thread count, and other quality criteria. Then we requested samples and tested all the proposed linen solutions for months, to see how they would hold up.

Once the final cut came in, it was all down to who wanted to make the sale. The lowest-cost-approved vendor won the business.”

Q: What about production?

Griffin: The heart of our wash aisle is a 10-year-old, sling-loaded, seven-module Milnor tunnel. The staff calls it The Beast. We feed it, and The Beast keeps spitting it out.

The press operates much more efficiently when we under load a bit from the 110-pound rated capacity. Our target weight per module is 95 pounds. Our real-world production is about 2,000 pounds an hour from the tunnel, which translates to an average of 21 transfers per hour.

Managing what goes into the tunnel and in what order is very important. The lead person on the soiled side is the guy feeding the tunnel. He and the finishing-side lead are in constant communication so that the tunnel keeps pushing out the right products to keep downstream in full production.

We track production on the clean side after each break. We have hourly production standards that need to be met. I want the operators to know what is going on without taking all of our time getting bogged down in numbers.

Having dedicated lead supervisors on each side of the plant really helps our operation.

Q: How does operating a tunnel differ from a conventional wash aisle?

Griffin: Tunnels give you a lot more production in less floor space. It streamlines everything. The steady flow of tunnel production provides a consistent volume of goods for clean-side processing.

Tunnel washing also eliminates operator-related issues in the wash aisle. No more restarts, or idle, unloaded machines out of production. You feed the tunnel and it spits it out.

The key to tunnel production is paying attention to what goes in. Managing the batches to avoid “single caking” the dryers, or dryer line overloading, is important in order to maximize productivity. We also don’t start the tunnel until we know that we have enough linen to keep it going all day.

Denver-based Martin Ray Laundry Systems supplied the equipment used at the Keystone Lodge & Spa. President Bill Mann says that the tunnel was a natural solution for Keystone when the resort upgraded the plant 10 years ago.

“There was a mix of washer-extractors that had been added here and there over the years as the resort service base grew,” Mann says. “It got to a point where production requirements and the high cost of water out here made the ROI on a tunnel system the best solution.”

Click here for Part 1.

January 31, 2012

KEYSTONE, Colo. — You might not expect a town of 825 permanent residents to have much need for production laundry services, but try adding 230 inches of annual snowfall, 19 ski lifts, 135 ski runs, cat skiing, night skiing, high-speed gondola rides, ice skating, and hockey.

Twenty-five thousand pounds of rooms linen each day adds up pretty quick for Richard Griffin, laundry manager for the Keystone Lodge and Spa.

Griffin, a veteran laundry manager and vice president of the Association for Linen Management, operates a tight but effective production hospitality plant at the Vail Resorts property. Service requirements include three different levels of linen quality serving 400 hotel rooms and 1,600 condo units.

He recently spoke to American Laundry News about the challenges of linen management and distribution at the seasonal resort laundry operation.

“The key to our linen management success is controlling the inventory,” Griffin says. “We provide linen services here at the Keystone Lodge and Spa, but also to a number of smaller properties in Keystone and over the mountain at Breckenridge, as well as for 1,600 condo units in the area.”

Q: How do you keep track of inventory at so many locations?

Griffin: We physically inventory the available linen at all of our major drop points three times per week. One of my employees, separate from the delivery person, visits each location and does an inventory. This gives us hands-on knowledge of what is needed in each area.

If we get a call requesting a linen delivery, I already know what they have and where it is. The goal is to keep linen from being stockpiled in dead inventory.

We have storage and staging in a building adjacent to the laundry. We build our orders in bulk carts with help from in-house linen management software, and with information provided by our physical inventories. Each cart is then tagged so the customer knows what they received.

Q: What about par levels?

Griffin: The transportation requirement for off-site clients increases the par level requirement. Most of our hotels maintain a par level of three to four. In addition to all the normal stuff you deal with in meeting deliveries, we have some special high-mountain conditions.

Q: Like what?

Griffin: Weather affects a lot of things out here. The skiing here is great due to the volume of snow that we get. Laundry carts don’t roll through snow very well.

Linen in transport from offsite locations back to the laundry can get frozen. “Thawing” is typically not in the standard ALM linen cycle process taught at ALLC (American Laundry & Linen College) back in Kentucky. There are times when linen arrives at the laundry frozen solid. We have to bring it inside for several hours before we can begin sorting.

Tomorrow: How operating a tunnel differs from a conventional wash aisle...

August 16, 2011

RICHMOND, Ky. — The Association for Linen Management (ALM) named Cindy Molko senior vice president, filling the position vacated by Tom Mantey in July. Molko moves into the role after serving as vice president for the organization.

Richard Griffin, manager of Keystone Laundry in Colorado, will fill Molko’s vacated position as vice president.

“I’m excited about the opportunity to serve ALM at the national level and believe my experience in hospitality laundry services will provide a valuable addition to ALM’s outstanding educational programs,” says Griffin.

Meanwhile, Sarah James has resigned from her board position as administrative secretary. Her resignation is in compliance with ALM’s bylaws, which hold that only regular members—those serving in laundry operations/distribution role—are eligible to serve on the board of directors. James held her post on the board while serving as the director of medical laundry at TriCities in Bristol, Tenn., but has accepted the position of senior project manager with IPA in Duluth, Ga.

“Even though I will not be serving ALM from a position on the board of directors, I will continue to support the organization and our mission,” says James.

Judy Murphy, director of laundry services at North Mississippi Medical Center in Tupelo, Miss., will replace James as administrative secretary. Murphy began at North Mississippi as a staff nurse, transitioning to the clinical liaison for materiel management, where she provided clinical consulting services to the laundry.

October 7, 2008

GOLDEN, Colo. — Novan Solar Inc. of Golden is installing one of the United States’ largest solar hot-water systems ever built for a hotel at the Hyatt Regency Scottsdale Resort and Spa at Gainey Ranch in Scottsdale, Ariz.

The Novan solar thermal system will provide hot water for the main laundry services room, as well as guest rooms and all the restaurants at the 492-room resort.

August 15, 2008

WAYNE, Pa. — Crothall Services Group has completed an acquisition of Englewood, Colo.-based Medi-Dyn, a provider of healthcare support services. Through the acquisition, Medi-Dyn becomes a wholly owned subsidiary of Crothall Services Group.

March 17, 2008

COLORADO SPRINGS, Colo. — An explosion at the Goodwill Industries commercial laundry here Thursday morning blew out a wall and scattered debris as far as 600 feet away but caused no injuries, officials report.

The full-service industrial laundry, which can process 10 million pounds of laundry annually, employs developmentally and physically disabled people who are assisted in their work by trained rehabilitation staff.

December 6, 2007

DENVER, N.C. — Officials from Leonard Automatics and the local community broke ground here Nov. 14 at the site of the company’s planned facility in a new industrial park. It plans to move into the 30,000-square-foot facility built on four acres next summer.

October 22, 2007

CINCINNATI — The 2007 Major League Baseball (MLB) season provided fans with many memorable moments: embattled slugger Barry Bonds becoming the game’s all-time home run king, rookie pitcher Clay Buchholz hurling a no-hitter in just his second major-league start, the Colorado Rockies winning 21 of 22 games en route to facing the Boston Red Sox in the World Series, and so on.

October 22, 2007

CINCINNATI — The 2007 Major League Baseball (MLB) season provided fans with many memorable moments: embattled slugger Barry Bonds becoming the game’s all-time home run king, rookie pitcher Clay Buchholz hurling a no-hitter in just his second major-league start, the Colorado Rockies winning 21 of 22 games en route to facing the Boston Red Sox in the World Series, and so on.

November 16, 2006

CHICAGO — When laundry managers and administrators were asked if their home states should pass an increase in the minimum wage, the result was a tie – 50% yes, 50% no, according to our latest Wire survey.

Responses were received from at least 16 states. (Voters in Ohio, Arizona, Missouri, Montana, Colorado and Nevada approved ballot measures last week to raise their state's minimum wage.)

November 2, 2006

CHICAGO — Voters in six states - Arizona, Colorado, Missouri, Montana, Nevada and Ohio - will vote on ballot initiatives on Tuesday that would raise the minimum wage from $1 to $1.70 per hour above their current levels.

If the increases are approved, these states will join eight others that recently raised their minimums - including Pennsylvania, which voted this summer to boost the state's minimum wage by $2 to $7.15 beginning next year.