Content about Company Location

Healthcare Laundry: Judy Murphy, RN, BSN, CLLM, RLLD, North Mississippi Medical Center, Tupelo, Miss.

In a healthcare setting, the challenge of taking a physical inventory can be overwhelming. One must enlist the help of clinical staff and/or the customer to count linen, especially in surgery, critical care, and isolation or restricted areas. Developing a relationship with that end-user and working together to stress the importance of linen in the care of their patients increases the likelihood of success and provides an avenue for honest feedback that can be used for performance improvement.

Timing of the inventory process is critical. One must work with those involved to determine the date, time, etc. Asking overwhelmed employees to add more work to their already busy schedules can set the project up for failure. Working together will allow the team to forecast any “snags” or concerns and to make plans to address them. The manager will also have their buy-in up front.

Linen is somewhat a “moving” target. The process of supplying linen to our customers has several ongoing steps that are difficult to halt while the inventory count is being done. To complicate this further, linen is kept in multiple areas throughout the customer’s facility/unit, so establishing a starting and ending point can be a challenge. Recognizing and addressing any challenges up front will contribute significantly to the success of the inventory process.

In a market with decreasing reimbursements, increased production/process issues, dwindling capital funding, etc., maintaining an adequate budget for linens can pose a problem. History has shown that we continue to “expect to do more with less.”

The laundry manager faces an uphill battle in justifying the need for an adequate linen purchase/replacement budget. It is imperative that he/she has accurate data to forecast needs, and that planning is in place to address any increases or decreases in customer demands. This effort will assist the manager in decreasing the frequency of rush/panic orders and resulting increased delivery costs, thereby resulting in an overall savings opportunity.

The manager must seek every opportunity to keep costs at a minimum while maintaining an adequate number of linen par (turns) so that ample supply is available for the customer’s demands.

Too little linen results in shortages to customers (may result in hoarding), increased linen processing, decreased linen life, decreased customer satisfaction, increased stress on laundry personnel (must “hurry through” the processing steps), inefficient use of equipment and staff time, increased chemical costs, etc.

Too much linen can result in a decreased return on investment, storage issues, linen degradation, as well as possible contamination with lint, dust, or insect infestation.

Software that provides the manager with an actual daily/weekly/monthly/annual usage figure can be used to identify overages and shortages, which can be addressed with appropriate par-level adjustments. These figures should be reviewed with the customer and any changes determined together so that they won’t come as a surprise to anyone.

Though zero loss would be ideal, it is unrealistic. Even if proper processes are in place, and the security and utilization of linen is appropriate, the laundry manager must still take into consideration other variables, including type of operation (healthcare, hospitality, correctional), region of the country/world you’re serving, type of chemistry used, etc. In addition, each linen item will have a different loss rate.

There are benchmarks available that can be used for comparison. I recommend the manager check with his or her linen supplier, in that these vendors are excellent resources of information. One such source states that benchmarks can range from an overall linen replacement average of 78% (this would be considered “best practice”) to 113%.

This “stretch” goal is achievable. The manager must concentrate on driving consistent, accurate, and focused efforts to purchase, process, and inventory linen utilizing a team approach that involves those who have a vested interest.

Uniforms/Workwear Manufacturing: Scott Delin, Superior Uniform Group, Seminole, Fla.

When it comes to inventory control and securing textiles in today’s business environment, suppliers and laundries walk a fine line on a daily basis. As market conditions continue to change and become more competitive, it is important to maintain strong partnerships and solid communication with offshore manufacturing partners.

Sourcing, delivery times, and inventory control are impacted by power outages in plants, cotton shortages, rise in freight costs, and other unknown variables. In order to deal with many unknowns that can and will have a direct impact upon our ability to meet our customers’ demands, the implementation of “programs” has become an excellent way to efficiently and cost-effectively mitigate these challenges.

With a formal program, production can be forecast in a smarter way and supports the just-in-time inventory control principle.

Because of today’s competitive market environment, it is essential that inventory be available when our customers need it. When our inventory cannot fulfill our customers’ needs, we “open the door” and create opportunities for our competition.

Customer loyalty can no longer be taken for granted. Customers want to deal with suppliers and laundries that have product when they need it so they can service their clients or end-users as needed.

Not having adequate inventory can be detrimental to long-term business relationships and have a direct impact on the growth of your business. Insufficient inventory can damage a customer’s faith in his or her vendor and supplier to deliver goods when needed.

Equipment/Supply Distribution: Bill Bell, Steiner-Atlantic Corp., Miami, Fla.

Par: This word has many uses in the English language. For part-time golfers like me, this is a number we strive for. In the real world, it is used to establish inventory management and safety levels.

For many hotel operators, a par level of 3 has been a minimum and 4 has been a plus. In today’s economy, every extra dollar is being put to use in all aspects of operations. Just-in-time inventory has become more of a normal procedure than stocked inventory. Linen replacement averages 5-6% annually.

Under the just-in-time philosophy, OPLs must monitor inventory on a monthly or quarterly basis. Processes and procedures must be implemented to keep this percentage as low as possible. It is suggested that each station have a linen processing area with containers for each classification for linen type (mixed linen, torn linen and stained linen). Training all associates in the classification separation to be collected is important to the laundry’s success.

Working with your chemical provider to set up an aggressive, comprehensive stain formula in treating stained linen can help reduce or at least keep your linen replacement levels at 5-6%. A reclamation program to monitor and track discarded linen items will help with getting your correct items for inventory.

Benchmarking with other laundries—sharing problems or success stories—is a great idea. Different locations may face different challenges. For example, a laundry in Orlando, Fla., has to deal with suntan lotion stains, while a laundry in Boise, Idaho, may not have this problem.

Linen “misconduct” is another inventory issue. Washcloths, pool towels, robes, hospital blankets, and patient gowns tend to leave with the guest or patient. Educating nurses, housekeeping employees, patients and hotel customers is the most efficient way to control inventory being misplaced. There is not a foolproof way to control theft, but by pulling together we may deter the end-users from making poor choices.

In the end, without proper inventory control, the guest or patient experience is not going to be favorable. Consumers expect clean linen, and sometimes extra linen, at their disposal. It all leads back to saving par.

Check back tomorrow for the conclusion!

NEW ORLEANS — Alabama-based Starr Textile Services continues along its path for growth in the Louisiana market. The hospitality-centered commercial laundry services company plans to expand into a new facility it has purchased in nearby Jefferson Parish.

After two years of working alongside the Jefferson Parish Economic Development Commission (JEDCO) to secure a location, Starr was able to acquire a facility in the parish’s Elmwood Business Park, the organizations announced during a press conference last week.

Starr purchased the land and building through an SBA 504 loan, which will also fund new commercial laundry equipment and building renovations. More than $10 million will be invested in the project, Starr reports, with JEDCO financing more than $4.3 million, making it the largest SBA 504 loan in the Commission’s history.

The new facility is expected to create 40 new jobs immediately, with another 25 added in the first two years of receiving loan funding. The plant will also allow Starr to increase its processing capacity to more than 6,000 pounds of laundry per hour to service hotels, restaurants and condominium property management partners in Louisiana and Mississippi around the clock.

Starr has partnered with Kenner, La.-based manufacturer Pellerin Milnor Corp. and distributor Pellerin Laundry Machinery Sales Co. to design and equip the new facility. Starr expects to purchase more than $4.5 million worth of laundry equipment, including a Milnor PulseFlow® tunnel washer.

Starr and Pellerin Laundry Machinery teamed previously to design and equip Starr’s original 30,000-square-foot facility in Foley, Ala.

“Pellerin and Starr make great partners because our business principles and high standards for customer service are aligned,” says Sheila Hodges, owner and chairman of Starr’s parent company, SH Enterprises.

“We are very proud to be partnering with Starr Textile Services on this state-of-the-art laundry facility,” says Scott McClure, vice president of Pellerin Laundry Machinery. “This new laundry will be minutes away from our Kenner plant and will have some of the latest energy-saving technology.”

Their proximity will benefit both businesses, Jefferson Parish President John F. Young believes. “Not only did Starr find a new home in Jefferson Parish…but it also moved closer to a company that can service its equipment needs,” he says.

“The New Orleans area has been very good to us,” says Hodges. “Our commitment back to this area, and now to Jefferson Parish as well, is that we will continue to invest in the community.”

Starr is expected to move its New Orleans operations into the new building by August.

SAN DIEGO — Scripps Health has signed a multi-year contract extension to retain Emerald Textiles as the health system’s exclusive linen and laundry services provider through 2017, Emerald reports.

“We are very proud of our relationship with Scripps Health, and the opportunity to help them achieve higher patient satisfaction and operational efficiencies,” says Tom Gildred, founder and CEO of Emerald Textiles. “Over the last couple of years, we have provided Scripps with significant savings while delivering upgraded linens and higher service quality. We look forward to continuing our partnership with Scripps Health for many years to come.”

San Diego-based Scripps Health treats a half-million patients annually. Emerald Textiles has managed laundry services and linen supplies for the health system’s five acute-care hospital campuses and 23 outpatient clinics since 2010.

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

Although 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.

Sharp 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.

Laundries 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.

FRANKFORT, Ill. — Rocco Romeo, CEO of HLS Linen Services, Ottawa, Ont., was elected president of the Healthcare Laundry Accreditation Council (HLAC) during the organization’s recent 2013 elections.

Other officers for the year are Chuck Rosmiller, Crothall Laundry Services, vice president; Robert Potack, Unitex Textile Rental Services, secretary/treasurer; Nancy Bjerke, BSN, RN, MPH, CIC, Association for Professionals in Infection Control and Epidemiology (APIC), immediate past president; and Bradley J. Bushman, Standard Textile Co., director-at-large.

Myles Noel, COMTEX, and Neil Pascoe, RN, BSN, CIC, Texas Department of State Health Services, were elected to the HLAC Board of Directors for the first time. They join the following directors who are continuing their terms into 2013: Gregory Gicewicz, Sterile Surgical Systems; Sandra J. Hensley, RN, MSEM, BSN, CIC, University of Toledo Medical Center; Rick Kislia, Crescent Laundry; and John Scherberger, CHESP, Healthcare Risk Mitigation Inc.

“HLAC made significant progress in many different areas this past year,” says Romeo. “Thanks to a strong, dynamic board and leadership team, HLAC continued to grow, ensuring its presence as the premier accrediting body in the healthcare laundry industry.”

The new HLAC Standards (including the introduction of Part III, Surgical Pack Assembly Room Standards for the Operating Room), were successfully implemented, the organization reports.

There are more than 170 accredited HLAC laundries in the United States, Canada, Mexico and Israel, and the organization plans to pursue additional opportunities in other countries.

“Laundries seeking accreditation do so voluntarily and demonstrate their commitment to healthcare customers and patients by promoting a culture of excellence and continuous process improvement,” Romeo says.

HLAC is planning a series of webinars this year that will assist laundries seeking accreditation and will promote patient safety and infection control.

Chemicals Supply: Philip L. Bodner, Metro-Chem, Kearny, N.J.

Hello, my name is Phil Bodner, and I am a “soap-man.” I get to wear many hats and mean many things to the customers I serve. I’m pleased to be a part of American Laundry News’ continuing effort to bring new ideas and beneficial information to our industry. I hope to contribute to the conversation and provide whatever insights that my experience will allow.

I live in South Jersey with my wife, Penny. My likes include family, golf, history, politics, current events and dining out with our friends. For the past 28 years, I have worked as a sales representative and sales manager for Metro-Chem Inc., and my expertise in laundry technology extends from shirt laundering, hospitality and institutional, to linen supply and industrial uniform plants.

My responsibilities have included new product ideas and testing, hiring and training field technicians, procurement and engineering of automated injection systems, marketing and sales meetings, as well as maintaining many long-term customers in my own Philadelphia area territory.

At Metro-Chem, we manufacture more than 100 laundry-specific products for all laundry needs. We provide innovative, top-quality chemistry to all segments of the industry, but we believe that you can only be as good as your ongoing commitment to service in the field. It is this combination of effective products and a true consultative approach to technical service that I believe helps fuel our sales growth and delivers the greatest good to our individual customers’ businesses.

As a company, we stay abreast of everything from local water conditions and water restrictions, to wastewater regulations and new types of textiles and garments. As such, we’ve been busy in 2012 developing a new activated chemistry to help perform well in lower temperatures, lower pH and with fewer oxidizers required. This concept is moving us toward shorter wash formulas with importance placed on less water consumed per load.

We have also done our due diligence and created several new non-NPE surfactant-based detergents with exciting results. These formulations are more readily biodegradable for those that desire, or are required to take, a greener path toward laundry production.

I would like to wish everyone a Happy New Year, and I hope that 2013 will provide opportunity, renewed prosperity and happiness to all in our industry and our country.

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

Since graduating from the University of Wisconsin with a bachelor’s degree in business administration and marketing, I’ve spent the majority of my career—more than 15 years—in the commercial laundry industry, with a focus on the OPL segment.

Currently a senior sales manager, I joined the Maytag® Commercial Laundry team in October 2007. To date, I have managed OPL sales throughout the Midwest, Mid-Atlantic and Canadian markets, and I work directly with distributors to ensure our products meet the needs of their customers. Previously, I was a regional sales manager for another commercial laundry equipment manufacturer covering a similar territory. My background also includes working with national accounts that purchase equipment directly for their own use, as well as selling to franchisees.

Maytag® Commercial Laundry offers a full range of commercial washers and dryers to the OPL market through an international network of distributors. Our company is dedicated to developing energy-efficient solutions and dependable products for the commercial laundry market. And in 2008, Maytag® Commercial Laundry celebrated the 50-year anniversary of its entry into the commercial laundry business.

As the industry continues to evolve, so does commercial laundry equipment. From a manufacturer’s perspective, this can create challenges. An excellent example of this is the ongoing objectives to increase the energy and/or water efficiency of equipment, while decreasing the amount of time it takes to do laundry—therefore decreasing labor costs—and providing exceptional cleanability.

2012 was a busy and successful one for Maytag® Commercial Laundry. We introduced an industrial line of soft-mount washer-extractors available in 180-, 230- and 275-pound models. We also enjoyed continued growth within the OPL market segment and are continuing to work on new product introductions for 2013 and beyond.

Uniforms/Workwear Manufacturing: Scott Delin, Superior Uniform Group, Seminole, Fla.

I have expertise in image apparel and uniform program management, specializing in healthcare laundries. With more than a decade of supplier sales experience, and another 15 years in a mixed-plant linen supply company, I believe my hands-on knowledge base is unparalleled.

I, alongside my father, grew up operating a women’s apparel cut-and-sew operation. I am passionate about sharing my knowledge with others and helping them build successful partnerships.

The company I work for, Superior Uniform Group, was founded in 1920 as Superior Surgical Manufacturing. By 1926, its Fashion Seal Uniforms brand was created. After acquiring several other manufacturers over the years, Superior Surgical officially changed its name to Superior Uniform Group in 1998 to better reflect its greatly expanded clientele base.

Superior Uniform produces more than a dozen catalogs, outfitting employees from various industries that include healthcare, restaurant/food service and governmental/public safety. The company has also created a call center division called The Office Gurus, and a digital apparel division called everyBody Media, which were both launched in 2008 and 2011, respectively.

I am a board member for the Textile Rental Services Association (TRSA), where I develop and present in-house training programs that can be used in laundries as they seek new, innovative approaches to selling uniforms to the healthcare industry. I am also active in the American Reusable Textile Association (ARTA), where I serve on its board of directors, and am a member of the Healthcare Laundry Accreditation Council (HLAC) advisory board. I hold a bachelor of science degree in textile and apparel management from Philadelphia University.

A couple issues that will present challenges in the new year include market changes and how our healthcare customer base is looking for a new type of uniform look, with new kinds of user-friendly fabrics. I’ll also be thinking about more employee purchase programs as hospital and healthcare budgets continue to be cut.

Equipment/Supply Distribution: Bill Bell, Steiner-Atlantic Corp., Miami, Fla.

I grew up in Charlotte, N.C., with two loving parents. I have an older sister and a twin brother, and our parents instilled in us the value of hard work, education and moral character, which shaped the adults we are today.

I get my competitive spirit from playing sports throughout my early years. I graduated from Mars Hill (N.C.) College in 1993 with a bachelor’s degree in business. I reside in Orlando, Fla., with my wife, Lisa, and our daughters Taylor and Jordan.

As regional vice president for Steiner-Atlantic Corp., I am responsible for sales and service in the central Florida market. Steiner-Atlantic, founded in 1959 by William Steiner, is a large laundry, boiler and dry cleaning equipment, parts and service distributor, with its core business in Florida and the Caribbean.

Upon graduating from college, I set out on my path to a successful sales career by working for Controlled Motion, a small company selling power transmission to equipment OEMs and end-users. My mentor, Tony Harris, taught me the importance of listening and recognizing what my customers needed. I owe much of my success to him.

After working for him for five years, my journey shifted to selling textile sock dyeing and packaging equipment. This move led to my start in the laundry business, when David Carter hired me to cover the central Florida territory for Wink Davis Equipment Co. in 2001. Upon completing my training, I relocated from Charlotte to Orlando. In 2004, when Wink Davis closed its doors, another door opened for me with Steiner-Atlantic.

Mike Steiner, our president and CEO, brought me on board to continue servicing our central Florida market. At Steiner-Atlantic, we provide customers with turn-key solutions from design-build to equipment sales, installation, start-up and training, with continued parts and service.

I am honored to have received many sales accolades, including Chicago Dryer’s “Rising Star” and “Heavy Hitter” awards, and multiple Pellerin Milnor “Key Man” awards. This past year, I also received our local Association for Linen Management chapter’s Allied Tradesman of the Year award.

I look forward to the challenges of 2013, and hope that you will find some of the articles that I participate in to be informative and helpful.

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

I am the operations manager for an independent industrial laundry located in the San Francisco Bay area. Starting in 1980, delivering linens and mats to the mining industry of northern Minnesota, I have held management positions in sales, service, production and administration. The position of operations manager suits me well, as it affords me an opportunity to interact and direct all departments while drawing on a vast wealth of experience.

Golden West is a family-owned, independent laundry with six routes serving the San Francisco Bay area. Like most laundry companies, there is a real challenge in finding and establishing long-term employees. However, by creating procedures designed to empower employees, Golden West has created a strong retention program.

The last few years of economic belt-tightening has had a profound effect on our industry. Adapting to an ever-changing economy requires reviewing and modifying policies, procedures and practices.

While identifying key areas for profit and setting practical cost-cutting measures in 2012, Golden West experienced one of its most successful years for growth and profit. I am excited about the opportunities in 2013, and enter into the new year with the understanding that change is more than a mindset.

Healthcare Laundry: Judy Murphy, RN, BSN, CLLM, RLLD, North Mississippi Medical Center, Tupelo, Miss.

My background is in education, nursing and quality. I started working for North Mississippi Medical Center (NMMC) in the Education department in February 1988. Via scholarship, I received my associate degree in nursing from Itawamba Community College in June 1991, and my bachelor of science degree in nursing from the Mississippi University for Women in May 1996. During this time, I worked full-time as a staff nurse, charge nurse and in administration. NMMC has been instrumental in helping me achieve my educational goals and to grow within the organization.

In 1997, I became a clinical liaison for Materiel Management and served as a clinical resource for purchasing, sterile processing, laundry, nursing, surgery, etc. I worked with nursing to develop linen specifications, determine best practice, develop utilization programs, develop linen awareness/use and misuse recommendations, and implement staff development programs. In 2012, we implemented a successful linen-reject program that utilizes the end-user to help improve quality by removing unacceptable linen items at the point of use.

I’ve researched staining concerns, as well as ozone applications in laundry (NMMC was one of the first U.S. facilities to place an ozone system on a CBW®); provided education on topics that include bed bugs, safety, infection control, etc., at a local and national level; and have written articles for NMMC’s bimonthly Check-up magazine.

I was asked to take on the role of laundry director in February 2008. To become better informed, I turned to the American Laundry and Linen College (ALLC) in Richmond, Ky. I received my CLLM certification from the Association for Linen Management (ALM) in July 2008 and my RLLD certification in March 2012. I serve as president of the association’s Tri-State Chapter, administrative secretary on its national Board of Directors, member of its Scholarship and Membership committees, ALLC facilitator for fall 2012, and as a member of a variety of focus groups on a wide range of projects.

Challenges abound in the linen industry. Though it’s truly a manufacturing process, this industry has its own niche.

One universal challenge has been the implementation of the latest Association of Perioperative Registered Nurses (AORN) recommendations regarding reprocessing scrub apparel. NMMC had been successfully home laundering for years. Processing the scrubs added more than 17 hours of labor to our work day but we received no additional FTEs. Implementing lean processing concepts, learning how other laundry plants were succeeding, and networking with many industry experts has allowed us to adjust and conquer. We’re now researching anti-wrinkling technology and automated scrub-processing equipment.

Another challenge is having to process 6-7 million pounds per year using older, poorly maintained laundry equipment in an older, poorly designed facility. Fortunately, I work for a company that focuses on quality and customer service (currently the only two-time healthcare winner of the Malcolm Baldrige National Quality Award, in 2006 and 2012) and understands the need for an educated, well-trained staff, state-of-the-art equipment and lean processing concepts.

We’ve been able to slowly replace outdated equipment, and are planning a modern, state-of-the-art, energy-efficient (possibly LEED-certified) facility with pack room and sterilization capabilities. Our goal is to efficiently process 15 to 20 million pounds of linen per year, with plans to begin operations within the next 18 to 24 months.

In an uncertain future, survival will depend upon our ability to continue to develop and implement best practices, forward “out-of-the-box” thinking, and lean concepts in an effort to become a truly lean, green washing machine.

Tomorrow: Introductions to representatives of the consulting services, hotel/motel/resort and commercial laundry sectors...

SHAWNEE MISSION, Kan. — The International Association for Healthcare Textile Management (IAHTM) has announced its officers and board of directors for 2013. Officers include:

• President Ed McCauley, United Hospital Services, Indianapolis, Ind.
• Vice President Deborah Lark, Portland Hospital Service Corp., Portland, Ore.
• Education Officer Rocco Romeo, Ottawa Regional Hospital Linen Service Inc., Ottawa, Ontario
• Treasurer Paul Seigel, Kingston Regional Hospital Laundry Inc., Kingston, Ontario
• Past President John Sealey, London Hospital Linen Services, London, Ontario
• Past President Chas P. Olin, Virginia Hospital Laundry Inc., Richmond, Va.

The IAHTM Board of Directors includes three members from the United States and three from Canada. U.S. directors are Myles Noel, COMTEX, Columbus, Ohio; Mark Smoyer, Shared Hospital Services, Portsmouth, Va.; and Duane Houvener, Michigan Shared Hospital Services, Grand Rapid, Mich.

Canadian directors are Janice Desautels, WRHA, Winnipeg, Manitoba; Colin Lyon, Mohawk Shared Services Inc., Hamilton, Ontario; and Stephen Marois, Alberta Health Services, Red Deer, Alberta. Nancy Jenkins is executive director, based in Shawnee Mission, Kan.

IAHTM is composed of CEOs who run laundry cooperatives. The group is a buying cooperative and hosts two education meetings a year: a Spring Education Conference that provides training for staff and an Annual Membership Conference that provides education for members, as well as networking. Banff Springs Resort in Alberta, Canada, will host IAHTM’s next Annual Meeting in August.

For more information, contact Nancy Jenkins, nancy@iahtm.com, or visit the association’s website, www.iahtm.com.

INWOOD, N.Y., and RIPON, Wis. — Superstorm Sandy impacted New York, New Jersey and other areas along the East Coast, causing catastrophic damage. At a time when laundries in those areas are assessing the disaster’s impact on them, some equipment providers are offering special recovery programs.

Laundrylux and Alliance Laundry Systems have each announced programs that offer deferred payments and interest and no fees on equipment purchases made by qualified on-premise and coin laundries.

Qualifying businesses purchasing Electrolux or Wascomat equipment under distributor Laundrylux’s Disaster Recovery Program can make no payments for up to six months and pay no interest for up to 12 months. All associated fees will be waived.

The program is available in Connecticut, Delaware, District of Columbia, Maryland, Massachusetts, New Jersey, New York, North Carolina, Pennsylvania, Rhode Island, Virginia or West Virginia. Interested parties should call Laundrylux at 800-645-2205 to learn more.

Alliance Laundry Systems’ Hurricane Sandy Disaster Relief program allows owners to replace their damaged washers and dryers with no payments or interest for up to four months, no loan fees, and a cash allowance to assist with installation costs. Additionally, there is no prepayment penalty if customers choose to pay off their loan in full with reimbursement they may eventually receive from FEMA or their insurer.

The program is available to qualifying businesses in New York and New Jersey, but Alliance Laundry says it will review other situations and offer the finance program to other affected businesses on a case-by-case basis.

Local owners who were impacted by the storm can contact Metropolitan Laundry Machinery (Huebsch distributor) at 800-214-9200 or 800-214-9300 in New York or 800-728-0001 in New Jersey, or Super Laundry (Speed Queen distributor) at 888-678-9274 in New York or 800-992-7269 in New Jersey for eligibility requirements and more details.

Sandy’s impact hits close to home for Laundrylux, based in Inwood, N.Y. “We have personally witnessed the devastation in the Northeast and mid-Atlantic states and our hearts go out to the millions of people affected by Hurricane Sandy,” says Laundrylux CEO Neal Milch. “Our families have been affected, too, so we understand personally what our customers are going through.”

Laundrylux says it is reaching out to distributors and customers to make it as affordable as possible for self-service laundry owners, as well as hotels, nursing homes, etc., to get the equipment they need right away.

“Laundries that are able to serve affected populations will be running at maximum capacity and as power is restored elsewhere, laundries may need to replace equipment destroyed by salt water,” says Milch. “We have inventory stockpiled for immediate shipment as needed.”

“Dealing with the aftermath of a storm of such epic proportions is incredibly challenging, and we want to help those in need get back to normal as soon as possible,” says Mike Schoeb, CEO of Alliance Laundry Systems. “We know the value a Laundromat provides a community, particularly when people are struggling with the kind of disruption this storm has caused. As the market leader, we are glad we are able to act quickly to help our customers.”

CINCINNATI — Setting up a surgical pack room for a healthcare laundry facility takes more than a little thought and planning. A recent webinar, sponsored by the Association for Linen Management, featured Jim Sprout, the pre-pack business manager for Standard Textile Co. in Cincinnati.

Sprout detailed the key elements in developing a successful pack room program, starting with what hospitals are looking for from service providers.

“What do they want from us? Cost savings, staff preference, environmental impact and a partnership,” says Sprout. Such a partnership, he says, is a key relationship, as is the partnership with the manufacturer that makes the towels, gowns and other linens for your healthcare facility.

OTHER KEY ELEMENTS

The other major elements in putting together a pack room program include the facility, the staff, the products to be provided, and a strong quality-assurance program.

Sprout says a textile manufacturer can provide invaluable information to a healthcare laundry.

“We know how to launder this (linen), we get all the testing, we develop the fabric, we register it with the government, and only we know how we washed it 75 times,” he says. “Whomever you buy any product from, you should base your laundry formula on what the manufacturer recommends.”

Always register products, Sprout encourages, and rely on the manufacturer for product support when anything goes wrong, as well as for program support.

Many manufacturers also can provide clinician support, including access to a nurse to help provide technical information and representation with a laundry’s clients.

“We think it is important if you want to be a partner with an OR (operating room staff) that you add some sort of clinical expertise available on your side.”

As for the facility, Standard Textile has developed a pack room layout that may prove helpful. Ask a number of questions, Sprout recommends, including the type of storage needed, whether your facility will be sterilizing or distributing packs, where offices, locker rooms, bathrooms and break rooms will be, where the quality assurance testing will be accomplished, and more.

The main requirements are proper air exchanges—no air venting from an area contained soiled linens, and clean air coming in; an ability to seal the pack room, and that the surfaces be cleanable.

Sprout says large light tables, 6 feet by 8 feet, with red lines to guide folding are also essential. Other considerations to take into account are shelving and reject bins, as well as a repair station.

Standard Textile’s approach to facility design, he says, is to have a large space, at least 140 to 160 square feet per worker. This enables the facility to have plenty of storage space—key to maintaining an efficient and orderly pack room—and lots of room to move about. But he also says it’s not good to have workers searching a pack room for materials.

“We prefer to have everything already sorted, already stacked, already organized so the workers who make the packs don’t have to do the search.” It’s best to have one person designated as the material handler, who takes away finished products and who brings in raw products, Sprout says.

His company’s approach also recommends keeping inspection, folding and pack-making functions all in the same area, and it suggests more formal and focused training for pack room workers.

Product selection is a key element to a proper pack room, Sprout says. Know the product’s performance characteristics, evaluate current and potential products, and continually review the products.

QUALITY ASSURANCE

A quality assurance program is a major element to consider, Sprout says. He listed 11 parts of a sound quality assurance program.

One, ensure that all items are folded the same. Engineers as well as OR nurses have designed folds for certain pieces of linen, such as surgical gowns. Two, inspect the materials, although perfection is not the goal, he says. The inspection criteria should be specific, documented, constantly reviewed and constantly adjusted. Three, know the age of the products being used. “We test our products to be sure they are good for 75 uses. … It’s not enough to just date it. … The simple way is to mark in red. Many places now use bar codes, and several even use RFID. Ours supports all three systems.”

No. 4 is accountability, Sprout says. A facility must be able to track every item and every pack back to the person who processed it: the inspector, the assembler, the sterile lot, etc. Next on the list is environment, meaning that the space and workers must be clean and that access is limited.

The sixth principle to a sound quality assurance program is item repair. The manufacturer will list recommendations for types of patches, placement of patches and the number of times an article, such as a gown, can be patched. “We think it is important to have repairs done only within fairly tight restrictions on methodology and types of repairs.”

Barrier testing is No. 7 on Sprout’s list of elements for quality assurance. While a brand-new product meets barrier expectations set by a manufacturer, a barrier can be compromised. “We believe barrier testing should be done on a regular basis. We think it is important that you monitor barrier performance on a daily basis.”

Pre-printed labels are best, Sprout says, to cover the eighth item on the list. Packs have to be labeled, he says, and they have to be labeled accurately. Sterilization is No. 9, and is a critical part of quality assurance, he says. Inventory management—knowing when materials levels are down and being able to order them before it hits a critical point—is imperative, he says. “You simply can’t run a pack room and wait until the workers come out and say, ‘We’re out of gowns,’ because then it’s too late. And users absolutely rely and depend on having those sterile packs where they need to be.”

The last item on Sprout’s list is complaint handling. A facility requires an easy method to communicate any issues that might arise. “We think the more information you get about any dissatisfaction that users have only strengthens your ability to be successful.”

WHAT HOSPITALS ARE LOOKING FOR

Sprout also touched on what hospitals are looking for from a provider of surgical packs. Primary is cost savings, and while this is important, Sprout says hospitals are often reluctant to provide information to allow a cost analysis. When talking about the cost savings of reusable linens vs. disposables, Sprout suggests sending a team that includes a clinician to the hospital to demonstrate the benefits.

Hospitals also are looking to make their staff happy, and studies have show that clinicians, including surgeons, prefer reusable gowns to disposables. Environmental impact is a growing concern for many healthcare facilities, and Sprout talked about a European study that shows reusable gowns cause only one-third to one-half the environmental damage caused by a disposable gown. The study points mainly to energy use, water consumption and regeneration of chemical carcinogens as the main factors to consider in the debate. The laundry process alone takes less water to wash a gown than a manufacturer uses to make a disposable gown, he says.

Other environmental studies have reached the same conclusion: the impact of using disposables is far worse than using a reusable product.

The other item that hospitals are looking for is a true partnership, Sprout says. This is where access to a clinician is so important for a pack room. “Not only Standard Textile, but other companies as well have clinical nurses available to help you with surgical linen issues, people who can represent you.” Communication is another point in a partnership, he says. The best accounts have committees that meet monthly or quarterly to discuss any surgical linen issues and keep improvements going on a continual basis.

OTHER FACTORS

Sprout touched on recent updates to the industry. First off is the change to OR towels. He touted the movement toward synthetic towels as a way to eliminate lint in operating rooms. Other changes are the improvement in monitoring of sterilization through biological indicators and the improvements in fabrics.

Unique device identifiers are on their way, Sprout says. “Every device you make, you need an identifier. In the long run, we’re going to have to bar-code or add RFID to pack labels.”

Lastly, Sprout mentioned sequential wrapping, which has changed the dual-wrapping and separate-wrapping procedures. With two-ply wrappers, a facility saves time and money, and Sprout says that “if there are pack rooms that wrap every single pack two completely separate times with two completely separate methods, that’s wasteful, and that’s an opportunity to cut back that time spent almost in half.”

Hospitals’ reluctance to change without a cost comparison is major. “The biggest hurdle is getting the cooperation of a hospital to turn over enough of their costing structure for disposables so that we can convince them that the savings we are projecting are reasonable, accurate, real and achievable.”

CHICAGO — The Textile Rental Services Association (TRSA) named the winners of its top annual awards here last week at its 100th Anniversary Chairman's Dinner, part of its Annual Conference & Exhibits.

Gerald Ostrow, president of CleanCare, Pittsburgh, received the TRSA Operator Lifetime Achievement Award. Pat Dempsey, Dempsey Uniform & Linen, introduced Ostrow and described him as a friend and mentor. He also praised Ostrow—a B 24 bomber pilot during World War II—for his many contributions to the textile service industry and beyond.

“He served on task forces,” Dempsey says. “He served on committees. He served his country. He serves through his church. He came back and he served as chair and he served as a director. He’s going to continue his life of service and achievement. And it puts everything in perspective when you know the man.”

Jeff Frushtick, president/CEO of Leonard Automatics, Denver, N.C., received the association's top accolade for associate members, the Maglin/Biggie Associate Lifetime Achievement Award. He told the audience he is grateful to the people of the industry who make him feel at home wherever he goes, and he thanked them for “the opportunity to come into your laundries, your lives and work together to improve the product that’s going on the street.”

Other award winners were:

• TRSA LaundryESP® Innovation Award — ARAMARK-Wayne Memorial Hospital, for its focus on environmental sustainability
• SafeTRSA™ Innovation Award — Cintas Corp., for its ongoing commitment to improving safety in commercial laundries
• Volunteer Leadership Awards — Outgoing committee chairs Jim Buckman, Cintas; Alan Maness, Milliken & Co.; David Potack and Rob Potack, Unitex Textile Rental Services; Carey Scurria, Alsco; and David Struminger, Mohenis Services

The next day, Jim Doro, president/CEO of Doritex Corp., was elected the 61^st chair of TRSA, succeeding Ostrow, who remains on the board's executive committee as past chair.

Others elected or re-elected to TRSA posts were treasurer David DiFillippo, UniFirst Corp., and board members Jim Kearns, Alsco; Bob Brill, Republic Master Chefs; Jim Buik, The Roscoe Co.; Scott Delin, Superior Uniform Group; and Michael Schuelke, ARAMARK Uniform Services.

ALBANY, N.Y. — Bates Troy Healthcare Linen Services , a Binghamton, N.Y.-based industrial laundry, and employee Stephen Schrauger were honored here Sept. 10 as New York State Industries for the Disabled (NYSID) 2012 Corporate Partner of the Year and Employee of the Year.

For more than 35 years, NYSID — a not-for-profit member agency organization — has met the purchasing needs of state and local government agencies while advancing employment for New Yorkers with disabilities. NYSID acts as a “virtual storefront” for a statewide network of 165 community rehabilitation agencies and private-sector business partners to employ skilled people with disabilities in production facilities and community-based jobs.

Bates Troy, a third-generation, family-owned industrial laundry and dry cleaner, has long been committed to employing a diverse workforce. Through a partnership with ACHIEVE and Country Valley Industries (CVI), individuals with disabilities in Broome and Tioga counties have had the opportunity to work on NYSID Preferred Source laundry contracts at the CVI production center in Johnson City and the Westside Binghamton Bates Troy facility since 2003.

“We are proud and honored to receive this distinguished award from NYSID,” says Ara Kradjian, Bates Troy’s chief operating officer. “Our partnership with them has been valued, fruitful and ongoing for a decade now, and it will continue.”

More than 100 Binghamton residents fold and process laundry each day for customers that include SUNY Upstate Medical University, nursing facilities, veterans’ homes and the Greater Binghamton Health center.

Schrauger recently celebrated a decade of working with the Bates Troy partnership. He takes great pride in helping the laundry satisfy its healthcare customers.

“I work on the bath blanket folder,” he says. “I really like my job. Thank you for the money. I like money. I’m going to buy a bike.”