Content about Equipment Manufacturing

Textile/Uniform Rental: David Dersheimer, SITEX Corp.

There are certainly differences in what commercial or rental plants may choose or use for equipment and procedures when compared to institution-based laundries and their respective facilities.

Generally, the volume and product mix of a rental or commercial facility tends to fluctuate more than an institutional facility’s does.

Rental facilities tend to make equipment and process decisions based on current mix and volume plus projected growth. They have smaller load quantities in varying item mixes. The soil levels in rental plants also tend to range broadly from light to heavy.

Institutional laundries have a more consistent volume and less variance in soil classifications. And there is typically less variation in soil levels and volumes in a healthcare, nursing home or hotel laundry.

But I’m not sure you could define differences in laundries based only on these two categories or generalities. You might need to ask a few questions, such as:

• What is the item mix, and how many different sort classes/soil levels are there?
• What is the facility’s planned growth? Is there anticipated growth in one segment or area? If so, how will that impact the volume and mix?
• How would product mix affect equipment decisions?
• Is the wash operation running batches or smaller, varying loads, or loads of similar volume and sort class? Does the facility need single or convention machines, or would a continuous batch washer be a better choice?
• If flatwork finishing, is volume or flexibility needed? For large pieces, does the facility need a sheet feeder, table linen feeder, or a machine that can do both? Is an ironer needed to handle napkins and pillowcases?

Differences between any two laundries, whether commercial or institutional, can be quite distinct. One needs to assess current mix, planned growth, and output expectations to determine individual needs.

Consulting Services: Ron Evans, RJ Evans and Associates

There are several procedural differences between industrial rental laundries and institutional laundries. Growth, greater competition, incomparable number of products processed, and profit are the driving and dividing forces.

Since most rental laundries have hundreds if not thousands of customers, their processing practices must be much more flexible and expanded than an institutional laundry that may have a singular or limited common customer base.

Since rental laundries exist in a much more competitive environment, it is essential for the production department’s contribution to the rental company’s bottom line be fully within strict budget forecasts. The trick here is that all production forecasts are predicated on sales forecasts, and the latter can be difficult to project for a coming year.

There is a constant need to search for improved best practices to satisfy the varied demands upon their daily changes in usage, product variation and resource allocation. It becomes essential to leverage all advantages that eliminate or reduce waste while at the same time operate within projected budget requirements. These are all centered on “lean and mean” customer satisfaction.

The production department’s contribution to bottom-line profit in a rental laundry is scrutinized and monitored due to its constantly changing customer base. Rental laundry production management must be much more engaged and “hands on” in addressing all the demands of its varied customers’ needs. Pressures on rental managers are more numerous and dynamic than those on institutional managers. Rental production managers must be good business managers as well as knowing their trade.

Another difference is the role of a production department in a rental industrial laundry. Full-time salespeople use their production department as a sales tool and regularly take potential customers on plant tours. Therefore, the department always has to be in marketable “showplace” condition.

A rental laundry’s service department also uses the production department as a customer-retention tool. Service departments have developed sophisticated programs to elevate a customer’s understanding of the rental laundry’s value in maintaining their fixed costs, convenience, and quality standards. As such, they constantly market environmental advantages in waste treatment, sanitary conditions, safety practices, and inventory control. Processing techniques are used not only for production but to gain and retain customers.

Because of its dedicated freestanding facility, the rental laundry has acquired a “target” on its back for every governmental inspector. Consequently, it must operate under the assumption that it will have city, state, regional and federal government inspectors in its facilities throughout the year. The end result is rental laundries have unsurpassed training and updated performance exercises in safety, waste management, OSHA, and human resource issues out of the realization that they will be audited. This constant pressure creates a professional, self-policing system and a comfort zone for their customers.

Both types of industrial laundries have similar equipment, chemicals and procedures for the items they process in common. Because of the difference in competitive situations, rental laundries must operate at a higher level of customer speed to retain revenue-generating clients.

It has been my experience that most rental production managers could operate an institutional laundry quite easily while most institutional production managers would have to expand their skills to effectively manage a rental industrial laundry.

Equipment Manufacturing: Kim Shady, Laundrylux Corp.

How do you define commercial laundry or institutional laundry? Often, those terms are used interchangeably. So let’s remove the descriptive terms and be more absolute. What is the equipment difference between a laundry processing less than 3,000 pounds per day and a laundry processing more than 3,000 pounds per day?

In the simplest form, the equipment differences can be defined by automation. It may reduce labor costs, improve quality, reduce processing time or save energy. As the pounds processed per day increase, there become economies of scale for each of these items.

While improved quality may be a goal for selecting automation, the determining factor is most likely the return on investment (ROI). You can calculate this by projecting labor savings, energy savings and maybe even overhead by square foot vs. the cost of automation.

A small-piece folder is one of the smallest investments for automation. It can process towels, gowns, blankets or fitted sheets. If your laundry is processing 1,000 pounds of these items a day, a small-piece folder could reduce your staffing by one person. An institutional laundry is likely using a staff of two to hand-fold these items. If a basic small-piece folder is $45,000, what might the ROI be?

Commercial laundries likely process a large quantity of flat goods. Automation in this case may include automatic pickers to replace one or two staff members.

Processing linens through an ironer requires the least amount of energy per pound of finished goods. But that doesn’t mean ironing is the lowest-cost method for processing goods. An institutional laundry may use an ironer but lack automation, thus requiring two to four staff members.

Over the last five years, numerous ironers on the market have offered feeding, folding and stacking built into the ironer, allowing a single operator to process 150 or more pounds per hour. Processing 75 pounds per hour is a common goal in laundries without automation. A machine with these features can reduce the staffing required for ironing. The additional investment for the feeder, folder and stacker may be $100,000. What might the ROI be for this automation?

Labor will always be the largest cost of operating a laundry. An institutional laundry can be limited in methods for reducing labor costs, so automation can be a difference maker. It is the difference between the equipment selections in a commercial laundry and an institutional laundry.

Member at Large: Douglas Story, Swisher Hygiene

When I first read this question, I thought, “What in the heck can anyone say about this? Processing fabric is processing fabric, right?” But it is a good question that has forced me to look not so much at the equipment or procedures that are used by the two laundry types but at the philosophies behind the use of that equipment.

As I was contemplating what I would write, I was inspired by one of my favorite “philosophers,” Jeff Foxworthy. Here, offered somewhat tongue-in-cheek, are some differences between a commercial laundry and an institution-based laundry:

• If the laundry manager is a graduate in hospitality management and is in the job as a learning experience, it might be an institution-based laundry.
• If a washer’s rated capacity is used as the measure of the pounds of linen being processed, it might be an institution-based laundry.
• If a washer’s rated capacity is considered an estimate and everyone knows that it can hold another 100 pounds, it might be a commercial laundry.
• If the laundry manager loads the washer and then walks to the next room to welcome a guest and offer them a cookie, it might be an institution-based laundry.
• If the laundry manager is proud of his washroom’s 2,000 lbs/hr production but can’t understand how two 100-pound dryers can keep up, it might be a commercial laundry.
• If the laundry manager, when asked why he has 10 washers and two flatwork ironers stored in the parking lot, answers, “Parts,” it might be a commercial laundry.
• When employees stay later to produce more laundry, it might be a commercial laundry.
• When employees stay later to clean the rooms or provide patient care, it might be an institution-based laundry.
• When the flatwork ironer goes down and the laundry manager prays for its recovery, it might be a commercial laundry.
• When the laundry manager can give you the cost per piece, labor, utilities, fixed and variable cost itemized, it might be a commercial laundry.
• When the laundry manager says, “I don’t know all of my utility costs,” it might be an institution-based laundry.

There are philosophical differences between commercial (for-profit) and institutional (not-for-profit or support services) laundries, but it is not, for the most part, in the equipment or processes they use. It is more in how management approaches the business and customer service sides of the operation.

In the past, the primary focus of a commercial laundry was the customers that paid for their service. By contrast, this was/is not always the case for the institutional laundry. But as we look to the future, I believe that we are seeing the philosophies of these two operations beginning to merge.

Institutional laundries are becoming more like their commercial counterparts because of economic pressures and because many of the organizations operating these laundries have realized the impact they have on the bottom line of the institutions they serve.

Commercial and institutional laundries are becoming more customer-focused, so both are looking at better, or more efficient, ways to improve the way they do business for the customers they serve. For both, it is a matter of survival.

Click here for Part 1.

“What would you say are the most common errors in laundry processing that lead to higher-than-necessary energy, fuel or water costs?”

Commercial Laundry: Rick Rone, Laundry Plus, Sarasota, Fla.

Utilities in general are usually the second-largest item on any laundry’s budget, so any and all energy and utility costs should be scrutinized carefully and thoroughly. The single biggest error we make is taking the proper operation of our plants for granted!

One of the largest expenses for laundries is natural gas. Whether it is used for firing hot-water heaters, steam boilers, thermal fluid ironers or dryers, natural gas has been deregulated and can be purchased from suppliers other than your local pipeline. Once you are confident that you are purchasing at the best price, you can concentrate on the day-to-day efficient operation of your plant.

If your dryers are set by time and temperature, is everything working properly? Have you been maintaining your thermostats and sensors? If a load is not completely dry, is your staff leaving the load in for a complete extra cycle?

Is your staff cleaning the lint filters as often as necessary? When was the last time you had all your gas burners checked with a combustion analyzer and recalibrated?

Check with your washroom chemical supplier to see if it has any new products that might let you wash at a lower temperature, thus saving money.

When was the last time you confirmed that your steam traps were working correctly? This item alone can be a significant resource saver.

When you process sheets through your ironer, how close together are they? If they are not almost leading edge to trailing edge, then you are probably running your iron faster than you need to, and therefore at a higher temperature than necessary. This wastes gas and causes additional wear and tear on your equipment.

Not everyone needs nor can afford an efficient tunnel washing system. If your plant is using conventional washers, are all drains sealing correctly? A leaking drain will cost the operator in both time and utility cost.

Are all level controls set and working properly? Quite often, the greater mechanical action available in an open-pocket washer will let you set your water levels to a lower point.

Have you ever watched your drain during high-speed final extract? If your washer is programmed for more time than necessary, you are not being as frugal as you could be. If you see the water cease coming out of the drain in five minutes, there is no reason to continue the extract cycle.

One potentially huge savings may be derived from reducing sewage or water disposal fees that are usually at least three to four times the cost of water acquisition. When towels leave the washroom, they are customarily at about 40% or more in moisture content. Your utility company should not be charging disposal fees on that water because it will be evaporated in your dryer. There is precedent, and you should have no problem requiring your utility supplier to modify the sewage charges.

Labor is the largest line item on almost everyone’s budget, and we all deal with labor issues daily. Utility costs traditionally rank second. Take the time to review your plant’s operation. Apply common sense and you will find many additional cost-saving avenues that are available to you.

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

There are many areas in the laundering process that need to be monitored. Some common errors I see in processing that lead to higher-than-necessary energy, fuel and water costs are:

• Pre-sort — ­ I don’t think there is enough emphasis placed on the importance of a good pre-sort department. Stains, rips or tears can be identified in pre-sort before the article is processed, saving energy, water, chemicals and labor. We routinely see textiles make it all the way through the laundering process, and it is the room attendant who rejects the article.

• Washing — Make sure that your operators are utilizing the proper formula for each classification of textile being processed.

On many occasions I have seen textiles processed on the wrong formula, or different classifications of textiles sharing a formula because nobody took the time to build a classification-specific formula. Processing this way leads to longer-than-necessary formula times or shortened formulas that lead to rewash, both of which waste energy and reduce the linen’s useful life.

Check washers for door-seal leaks, steam leaks, leaking drains, etc. These all lead to increases in energy and water usage.

I cannot emphasize enough the importance of using a scale in your laundry. Many times, I see the scale has been removed from the laundry, or it is piled with other items from the laundry for use as a storage area. Also, I hear that the operator has been loading the machine for so many years that he/she knows exactly how much to load by look and feel—yeah, right. Under-loading and overloading washers lead to higher processing costs, machinery wear and tear, and increased rewash.

• Drying — Review your dryer times. Most linen is over-dried by several minutes, wasting valuable energy. I would choose a benchmark of, say, 25 minutes and test each classification and document your findings. You can also weigh the textiles before and after drying to get an idea of the pre-dry and post-dry moisture content. I have many customers who utilize summer and winter drying formulas to maximize efficiency.

Make sure that dryer lint collectors are being blown down and cleaned frequently, and that there is adequate make-up air to the dryer burner.

• Flatwork — I routinely see operators pulling pieces off the folder due to wrinkles and mis-folds. Make sure your padding is in good order (note: old sheets do not replace padding) and the folder is properly tuned. Reprocessing items run through the flatwork system is one of the biggest wastes of energy and time that I see.

• Clean-Linen Storage — Once linen is processed, make certain that it is immediately wrapped, covered or stored in a contamination-free environment. Too many times, I have seen linen that had to be reprocessed because it was exposed to a nightly blow-down by engineering.

Click here for Part 1.
Click here for Part 2.
Click here for Part 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?”

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.

Great 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.

Praise 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.

“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?”

Hotel/Motel/Resort Laundry: Phil Jones, Sheraton Vistana Resort, Orlando, Fla.

“How can an on-premise laundry manager most effectively demonstrate to administration (or a for-profit textile rental operator demonstrate to financiers) the need for capital improvements and renovation in his or her plant?”

Equipment/Supplies Distribution — Donnie Weiland, Tingue, Brown & Co., Alvin, Texas

“When a manager or operator measures their plant’s performance by cost per pound, what factors—labor, purchasing, utilities, maintenance, rewash/ragout, or others—must they include in their calculations to arrive at the most accurate figure?”

Equipment Manufacturing — Joe Gudenburr, G.A. Braun, Syracuse, N.Y.

This year’s contributors introduce themselves, describe their operations, identify challenges and list their accomplishments for 2009.

Textiles: Elizabeth Easter, Ph.D., University of Kentucky, Lexington, Ky.

“My budget has been cut, and I’ve got to find ways to keep my costs down. Can you suggest operational changes I can make to cut or at least control costs without having to purchase anything or cause a major upheaval in my laundry?”

Equipment Manufacturing: Dan Goldman, Wascomat Laundry Equipment, Inwood, N.Y.

CHICAGO — American Laundry News has selected its “Panel of Experts” for 2009. The esteemed group will represent the many segments of the textile services industry in answering questions for the monthly trade journal. The 2009 Panel includes:

HEALTHCARE LAUNDERING

“Sometimes, we get so caught up in getting the work processed and to our customers that we don’t keep the laundry production areas as clean as they should be. What tasks should we be performing regularly to keep our facility clean? To what degree do we need to clean our equipment and how often?”

My institution has asked me to submit a plan to redesign our on-premise laundry to produce a more efficient workflow. Our end users are primarily healthcare in nature. What elements of our physical space and equipment must I take into account in developing this plan? What layout pitfalls should I avoid?