Content about Industrial laundry

MANCHESTER, N.H., and LEBANON, N.H. — Industrial laundry service firms Kleen LLC and Envoy Services LLC have merged into Kleen Envoy LLC, doing business as Envoy Services, the companies announced.

The event brings together Kleen and Envoy Services’ wholly owned subsidiary Sterling Linen Services LLC. Turning Bridge LLC, a laundry consulting and software business founded by Envoy in 2009, is also included.

The combination of Kleen, Sterling and Turning Bridge creates the largest, most comprehensive laundry service firm in New England, the group says.

Envoy Services will leverage the diverse talents and capabilities of both organizations to strengthen its value proposition to healthcare and hospitality laundry customers. More specifically, new and existing customers will, according to Envoy, experience:

• Broader selection of services designed to reduce costs and simplify customer operations
• Improved quality and redundancy delivered through multi-plant operations
• Enhanced customer service delivered by a broader team with a track record of success

“We’re thrilled to be joining forces with Envoy Services,” says Greg Gosselin, Kleen president. “The merger allows us to better align resources with our respective strengths. This will absolutely be beneficial to the company and our valued customers.”

Going forward, Gosselin will continue to provide leadership by focusing on customer-facing activities. In this role, he will be instrumental in maintaining strong relationships with current clients and capitalizing on new growth opportunities.

“All of us at Envoy Services have a great deal of respect for Kleen LLC, and we are excited to bring our team’s talents to the merged organization,” says Dennis Kim, a principal in Envoy Services and president of Sterling Linen Services; he will oversee operations of the entire Envoy portfolio. “We are confident that by working together we can advance both organizations’ strategic objectives.”

Kleen will focus its efforts on the healthcare sector while Sterling will target the hospitality market. Turning Bridge will continue to target both markets and will be cross-sold into the broad customer base of Kleen and Sterling.

ROANOKE, Va. — A surefire way to improve the bottom line of your business or department is to increase the life of your linen. Increasing the number of quality servings you get from each piece of linen will dramatically decrease your cost of operation.

I recommend that the first step to increasing your linen life is to review each linen item with end-users to make sure that it is the proper item for the intended use.

If a bath blanket is being used as a lift sheet, excessive tears will develop. Are bath blankets or thermal blankets being used in place of mattress pads? Linen users find creative ways to use our linen and unless we engage in regular discussions with them, we will be unaware of just how our items are being used.

Bargain patient gowns usually do not have the sweep and coverage necessary to properly maintain a patient’s modesty. Ambulatory patients often use two patient gowns—one covering the front and the other covering the back—to make up for this shortfall. By purchasing a larger patient gown that provides greater coverage, you can decrease uses of the item by 30-35% and thereby increase its effective life.

I also recommend that you meet with your chemical vendor and review your wash formulas to make sure you are obtaining proper levels of cleanliness without excessively washing the linen.

Mechanical action and chemical action cause most fabric degradation. Wash each classification in such a manner to keep rewash below 3% of total volume produced. Some laundries sort all heavily soiled linen together and give it a special wash. High levels of alkalinity attack the cotton fiber and the finish on reusable barrier linen as well as the soil. One key to longer linen life is to reduce the alkaline concentration of the wash formula. Using enzyme detergents instead of traditional detergents can be an effective alternative.

Management should review the procedures for determining the proper size of each wash load. Overloading will cause poor quality wash and excessive stains. I have seen laundries that maintained excellent written procedures for weighing loads but their daily practice did not mirror what was on the page.

Carefully review all damaged linen to see if a pattern of abuse or product failure is evident. Once a trend is discovered, corrective action can be taken to adjust product quality or construction or to provide in-service education for personnel working in use areas.

We recently had a problem with small holes appearing in the barrier backing of our incontinent pads. We were unsure of the source but wanted to first eliminate the laundry. While brainstorming the problems, we figured that it could be happening in one of a number of locations: the soil-sort belt, tunnel washers, tunnel press, tunnel dryers, or one of the small-piece folders.

We determined to test our system by using brand-new pads. Our first step was to avoid the sorting belt and put the new pads directly into a sling. We ran a load through our No. 1 tunnel, its press and one of its dryers. The test load contained a number of damaged pads. We also ran a load through our No. 2 tunnel, press and one of its dryers and did not find any damaged pads.

We then ran a load through the No. 1 tunnel and press. Upon inspection, again we found damaged pads. Finally, we ran pads through the No. 1 tunnel and bypassed the press. This procedure still resulted in a number of pads being damaged. (It is interesting that we have not noticed damage to any other linen items going through this tunnel.)

Our short-term solution was to move all the incontinent pads from the No. 1 tunnel, where they had always been processed, to the No. 2 tunnel. This required us to make other changes in our pick lists to balance out the demand for the tunnel dryers. After a visual inspection of the interior of No. 1 tunnel, we found several possible causes for the linen damage. Today, we are still running pads through the other tunnel.

Check all dryers to make sure they are operating correctly. Excessive heat can damage linen and cause it to have a harsh hand. Inspect door seals and interior air-deflection blades to make sure everything is working properly. Dryers with poor seals that allow room air to enter the dryer without going through the burner area can cause artificially low outlet-temperature readings. These readings will cause the linen to be subjected to higher-than-programmed temperatures.

Thermal fluid ironers should not be operated at temperatures above 375 F. Ironing at higher temperatures will result in the loss of size stability in polyester fibers. Once the heat-set polyester fiber is no longer size-stable, the laundry will experience higher-than-normal shrinkage. I have seen contour sheets that started at 88 inches in length shrink to 76 inches. Resist the temptation to iron at higher temperatures to increase productivity, because you’ll be creating linen shrinkage problems.

These ideas do not represent an all-inclusive list, but they give you a good starting point. Determining ways to extend linen life is a never-ending task but one well worth the time and effort.

LAKE BUENA VISTA, Fla. — The Textile Rental Services Association (TRSA) last month hosted the first of six Executive Roundtables planned for 2012, providing members with benchmarking information designed to improve operations, performance, productivity and safety.

TRSA President Joseph Ricci says his association’s members are always looking for opportunities for innovation. “Differentiation with unique goods and services provide a niche for new market entry and the financial premiums associated with those opportunities,” he explains.

This gathering covered issues impacting the restaurant/food-and-beverage and hotel/lodging markets. A representative of Darden Restaurants—the world’s largest full-service restaurant company, including the Red Lobster, Olive Garden and Longhorn Steakhouse brands—took part in the roundtable discussion, promoting the exchange of information from customer to service provider.

Industry consultants from Pertl & Alexander led discussions on linen loss and replacement for hospitality and food-and-beverage (F&B) applications. Attendees were invited to tour three Walt Disney World laundries, each with a special application and purpose.

The Housekeeping Plant processes rooms linen and pool towels for the nearly 30,000 Disney World hotel guestrooms. It produces more clean linen than any other single laundry location in the world—nearly 120 million pounds annually. The 16-year-old facility operates seven tunnel washers (that are targeted for replacement) and an automated open-pocket cell. 

The emphasis on throughput production is clear, but not at the risk of sacrificing quality. Quality control is ongoing, including a station that randomly evaluates linen before shipment.

Bob Corfield, president of Laundry Design Group, appreciated the production and efficiency of the housekeeping plant, but was eager to see how Disney handled its considerable costume and uniform requirements.

After a short bus ride, the group toured the Costume Facility that processes 29,000 costumes and cast member uniforms every day. 

Curt Gray, chief administrative officer for AmeriPride Services in Minnetonka, Minn., says he felt more at home in the uniform plant environment. His goal was to better understand how a world-class organization like Walt Disney World integrates its service culture into the industrial laundry environment.

After going through the plants, Gray commented that the net result of what Disney accomplishes appears to be the sum of doing a lot of little things right.

The Costume Facility tours like a morph between a large drycleaning shop and a production industrial plant (it also processes all walk-off mats used in the theme park). Equipment includes four drycleaning machines, two wetclean washers, and an assortment of washer-extractors.

Terri Amey, Disney’s costume plant manager, attributes the production and quality to the plant’s “cast.” Average term of service among full-time employees there is 19.5 years.

Pablo Lucchesi of Crown Linen, Miami, was particularly interested in touring Disney’s Food and Beverage Plant, as F&B is a growth center for his company.

Disney’s F&B facility provides table linen for the 200 park restaurant outlets servicing 32 different color options.

F&B delivery drivers arrive at work at 2 a.m. Pickups and deliveries are made in the early-morning hours using lowboy trailers. They are equipped with ramps that eliminate lift-gate requirements, reducing delivery times and improving operator safety.

The next TRSA Executive Roundtable is scheduled for May and will involve operational and market issues specific to national textile services companies.

Healthcare Laundry: Scott Beaton, Kaiser Permanente Northern California

There are two major differences between institutional and commercial rental laundry plants regarding laundry processing equipment and operational procedures. The overarching difference is that each must serve a different master.

One is customer-based, high-volume, and driven to make a profit, while the other exists to provide a service for a captive audience. Due to these differences, the degree of necessary automation varies substantially.

The other major difference is that commercial/rental plants wash and process linen to meet the needs of both regulatory and customer-based demands. They deliver linen in a manner that guarantees and produces a positive net operating margin. This is driven by the fact that they are in business to make a profit.

Rental laundries typically spend more on their equipment, training and education of their workforce than an institutional facility. Pounds per operator hour, or PPOH, become the mantra. The old adage “time is money and money is time” comes to mind. These large, high-volume shared-service laundries and commercial plants tend to be highly automated, with batch washers, shuttle conveyors and pass-through dryers greatly reducing manual-labor requirements.

Commercial rental operations realize quickly in this competitive, price-point-driven market that financial investment and reinvestment is key in both manpower and equipment. This must take place to be competitive and sustainable in an ever-changing business climate.

A rental plant usually realizes that it takes a financial investment to achieve an efficient operation and, as a result, spends money to make money. Institutional laundries would benefit greatly if they would also utilize this model and invest in their infrastructure to best serve their internal customers.

Chemicals Supply: Marlene Williams, Anderson Chemical Co.

As a chemical formulator, my comments will focus on procedural differences between institutional and industrial laundries. Institutional and industrial facilities both launder linen, but the purpose and focus of each is in response to different expectations.

Institutional laundries provide a service within organizations. Industrial laundries are typically focused as independent businesses. This results in different orientations, chemical programs and procedures.

Major concerns for commercial laundries include optimization of production orientation. This would include labor and labor cost as a percent of revenue, utilities, water and chemical costs, production cost per machine, and overall profitability.

Formula times and rewash numbers can be well balanced to provide optimum profit. Hot water, high alkali, and bleach can provide lower pounds of rewash, but at the expense of linen integrity.

Major concerns for institutional laundries include: maintaining facility par, quality of results depending on potentially lower water temperatures, machine programmability, correct choice of program, and chemistry.

While most institutional facilities have well-trained staff, problems can arise when machines and chemical supply malfunction if a staff person does not make timely corrections. Because of a lesser focus on cost per piece, spotting and special pretreatments or machine formulas may be utilized. The luxury of time for rework and special formulas can result in higher volumes of good quality work without the expense of fabric damage.

Linen Supply: Stephen Marcq, General Linen Service

I see substantial differences between equipment and procedures in commercial vs. institutional plants. In commercial plants, for example, it is common to see newer, larger, more energy- and water-efficient machinery, i.e. continuous batch washers vs. smaller washer-extractors, six-roll ironers vs. one-roll, and so forth.

It is more common to see things like heat reclamation and water treatment equipment, as well as use of steam vs. thermal oil, electric and so forth on ironers. The reason is likely because the commercial plant can typically gain economies of scale, lower the per-unit production costs and thus generate a sufficient return on investment on the large up-front expense, although available space also has something to do with it.

The biggest procedural difference I see is that many institutional plants, by their nature, do a larger number of small loads, turning product sometimes several times per day, whereas a commercial plant may have one machine dedicated to a specific item operating eight hours or more daily.

The institutional plant often can customize the finishing procedures and requirements to the exact specification required, whereas the commercial plant has to find some middle ground to suit its mix of customers.

Commercial Laundry: Tom Gildred, Emerald Textiles

Differences in equipment and procedures between a commercial laundry plant and an institution-based laundry are substantial and exist for a variety of reasons.

The equipment in a commercial/rental plant is usually larger in scale and capable of processing huge amounts of volume (pounds) per hour. In newer facilities, or those that invest in newer equipment, tremendous energy efficiencies are achieved that result in energy and water savings. This positively impacts the environment and reduces operating costs.

Equipment in an institution-based laundry is smaller in scale and handles wash loads of lesser volume. In-house laundry facilities sometimes occupy revenue-generating space that might otherwise be used for additional operations within the organization.

Processes and procedures in a commercial plant are typically more automated, so less labor is required to process the laundry. This improves efficiency and decreases the risk of strain and injury to employees. Another difference in a commercial facility is rental pool linen. Large rental pools require fewer linen purchases on a regular basis and offer a consistent, flexible supply of product to all customers as needed.

The chemical mix in a commercial plant is also handled differently because of the opportunity to use each pocket in a continuous batch washer for specific purposes with specialized chemicals. This allows the precise timing, titration and temperature required to achieve the highest levels of cleanliness.

Handling larger wash loads also allows for the production team to run the same products through folding or ironing consistently, which improves efficiencies lost when switching the products that are being processed.

Finally, the focus in a commercial laundry operation is generally specialized and, because of its scale, designed to comply with OSHA, Title 22, and state and federal regulations.

In an institution-based laundry facility, processes are typically labor-intensive, and require more employees, because they are less automated and staff may or may not be assigned exclusively to the laundry function. Since the task of laundry is usually just one aspect of operations in the organization, it may be more difficult to be focused on compliance, efficiency and quality control.

In part, some of the reasons for these differences exist because of specialization as well as the scale and volume of each type of laundry facility. There are economies of scale realized when a commercial plant is focused on processing linen for multiple large healthcare or hospitality customers, vs. operating a laundry department in-house to process only the linens needed by that organization.

Uniforms/Workwear Manufacturing: Steve Kallenbach, American Dawn

Typically, the equipment and procedures in processing textiles is about the same—whether in a rental laundry or an OPL (on-premise) hospitality or healthcare laundry—but does depend on the volume/poundage of each facility. When it comes to boilers, heaters, reclaimers, sewage treatment, washers, dryers, tunnels, ironers or presses, the equipment manufacturers supply our industry as one. And the chemical companies typically use formulation based on textile/application/poundage vs. market.

While one would think that the processes for these two business channels are equally alike, there are many different practices, based mostly on profitability and/or quality expectations.

The rental channel always has two common goals: growth and profitability. They are sometimes in opposite order, but always present together. This becomes a delicate balance between efficiency and quality. To illustrate, let's look at linen napkins.

A rental laundry typically wants to achieve acceptable market standard quality at the lowest cost. It’s in the business of making profits through textile rental, and therefore measures every microbe of wear life, processing cost, merchandise field recovery, and total merchandise costs (including acquisition) all the way to electricity and building costs.

In comparison, an OPL must maintain the internal (typically single-department customer) quality standard, and is part of a much bigger picture (a small department of a large enterprise). Its building, energy and overhead costs may be charged by estimate or calculation to the whole. Additionally, its quality standards are typically set by one of the other departments that it serves, are not negotiable, and are expected to be maintained, without as much weight given to cost.

The sheer difference in service dynamics and accounting in an OPL drive fairly significant differences in labor management, water/energy/chemical management, textile selection, and inventory management (which typically doesn’t fall under the control of the OPL), all the way to formula times, pressing speeds, and water temperature/steam use.

Additionally, because the perceived quality of OPL customers (key departments) is allowed to be as high as requested, much more finishing (such as pressing vs. tunneling) occurs.

Material handling and delivery also differs between the two types. An OPL typically delivers the goods to another on-premise department (i.e. Guest Services) using carts, rails and perhaps a small vehicle — and goods are many times picked up by the department being serviced. A rental laundry has many more carts (for separation by route/customer) as well as sort railing and numerous route trucks for delivery within a large geographical area.

Numbers will tell a big story here, and both have their place in the textile services markets. Cases can be made in either direction as to what is most efficient and profitable for the enterprise.

Tomorrow: Answers from the textile/uniform rental, consulting services, and equipment manufacturing sectors...

Lavatec Laundry Technology Hires Washbrook as VP of Operations

BEACON FALLS, Conn. — Lavatec Laundry Technology continues to expand company resources with the addition of Tom Washbrook as vice president of operations.

Washbrook brings 40 years of industrial laundry experience in multiple disciplines, including machinery manufacturing, facilities and process design, construction management, laundry plant operations, equipment sales management and marketing.

His activities within the laundry community have spanned the globe, as he has provided various sales and technical services throughout North America, Central America, the Middle East, Asia and the South Pacific, the company says.

Fesmire Jr. Returns to Ellis Corp.; Mundt Also Joins Company

ITASCA, Ill. — Bob Fesmire Jr. has returned to the staff of Ellis Corp. in the newly created position of vice president of customer support. Joining him will be Craig Mundt, recently hired as director of customer support, also a new position.

Fesmire worked 13 years for Ellis, rising to vice president and chief operating officer, before leaving to work for Ecolab as corporate account manager and business improvement/SAT lead.

“I am thrilled to have Bob back in the organization,” says Bob Fesmire Sr., president/CEO of Ellis and Bob Jr.’s father. “This business is his passion, and we are very happy that he has returned. Bob will be heading a newly reorganized customer service group to place a stronger emphasis on our customer visibility within our organization.”

Mundt brings more than 30 years experience in sales, service and marketing in the laundry industry. Most recently, he was vice president of sales for Amko America. He is a former president of C&W Equipment, capital equipment manager at ARAMARK, and vice president of sales and marketing for American Laundry Machinery.

“With his years of industry experience on the consultant, customer and supplier side, he is a perfect fit,” Fesmire Sr. says of Mundt.

Tingue, Brown Appoints Bridge as Sales Representative in Northeast

SADDLE BROOK, N.J. — Tingue, Brown & Co. has appointed Jamie Bridge as sales representative serving the growing region of Massachusetts, Maine, New Hampshire and Rhode Island, the company says.

Bridge brings 22 years of laundry experience to his new assignment. Most recently, he spent eight years as general manager of a group laundry for a Boston-based restaurant chain. This operation processed and delivered table linen and uniforms to restaurants all along the East Coast.

“I’m very pleased to have Jamie Bridge join the Tingue, Brown team,” says Mitchell Strauss, Tingue’s North Region sales manager. “His decade-long experience in the laundry industry will strengthen our ability to serve our New England customers.”

Bridge lives in Dracut, Mass., with his wife and two children. In his spare time, Bridge coaches youth sports and has served on the board of directors for Dracut’s youth football program.

IPA Hires Hawthorne as Marketing Specialist

DULUTH, Ga. — Innovative Product Achievements (IPA) has added Kera Hawthorne, marketing specialist, to its expanding team. Her responsibilities are to evaluate, develop and execute on marketing initiatives relative to the mission of the organization, the company says.

Hawthorne has considerable experience overseeing marketing strategies, with recent experience at SunTrust Bank and a large consulting firm within the Manpower Group, says the maker of automated scrub suit and linen dispensing systems for the healthcare market.

Hawthorne is a graduate of Columbia College Chicago with a degree in marketing communications. She has also served on the American Marketing Association Young Professionals committee as the chair of graduate student recruitment.

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

Chemicals Supply: Carrie Armstrong, Ecolab Eagan, Minn.

Optimizing the laundry processes and following the recommendations will help with the reduction of higher-than-necessary utility costs. The following are common errors in laundries leading to additional costs; these are in the order of processing, not necessarily in order of magnitude.

• Incorrect Sorting, or No Sorting, of Soiled Linen by Soil Content, Soil Level and Linen Type — Not sorting will result in all loads washed in heavier formulas than necessary, which generally requires higher temperatures and more water exchanges and leads to reduced linen life. If heavy-soil contents are washed on a regular soil formula, rewash/stain percentage will increase. This results in additional rewash/stain loads processed, some of which would not be necessary if properly sorted. Reclaim formulas generally feature higher temperature and extended wash times, resulting in added utility costs.

• Not Loading to Optimal Capacity — Under-loading and overloading results in additional washes. Under-loading does not utilize the capacity of the machine, thus wasting utilities. Overloading results in additional rewash due to inadequate soil removal (which can also be the result of under-loading).

• Incorrect Wash-Formula Selection — Wash formulas are developed for the soil types, soil levels and fabrics for optimal soil removal. Each is specific in time, temperatures, water and chemicals for each classification. Not selecting the correct wash formula is similar to incorrect soil sorting.

Selecting a heavy-soil formula for a light-soil classification results in increased utilities, as these formulas generally include higher temperatures, additional water exchanges and extended wash times. Selecting a light-soil formula for heavy soil will result in added rewash.

• Wash-Formula Structures — The formula structure and programming of the wash machines are critical for cost control and require optimization. Times, temperatures and water exchanges may be reduced given the textile types and soil levels being processed. An extensive review of wash formulas may result in changes in flushes, rinses, time or temperature. Additionally, ensuring that all machines are programmed identically will result in more consistent results.

• Incorrect Extract Times — Too-short extract time results in the textile being too wet, thus requiring extended dry times. Extract times that are too long use energy unnecessarily.

• Incorrect Dryer Formulas and Loading — As with incorrect washer loading and formula selection resulting in added utility costs, this same concept carries over to the use of the dryers. Overloading will result in extending the dry times, adding to energy costs, plus it shortens linen life.

• Rewash and Stain Reclamation — Not having an established rewash and stain reclaim program results in increase of utilities. Rewash encompasses textiles that have fallen on the floor, mis-feeds through folder/ironer, are still dirty, etc. Stain reclamation is the category for which the wash formula has not been adequate to remove the stain. A reclaim formula generally requires higher temperatures and extended times.

• Postponed Equipment Maintenance — Leaking drains, water valves, steam valves, etc. result in added utility costs.

• Chemical Program — New technologies and laundry product programs are available that can offer customized solutions to reduce water and energy costs. Lower-temperature washing, sanitizing and disinfecting products can shorten processing times.

At each point of the laundry process, errors occur that can increase utilities cost. Continued monitoring and training of personnel will help keep these in control. In addition, your chemical supply representative can consult on ways to help with laundry efficiency.

Long-Term-Care Laundry: Gary Clifford, Pines of Sarasota, Sarasota, Fla.

From my experience, the single most wasteful error is the improper loading of washers and dryers. If you run your machines under-loaded, you will waste not only energy, fuel and water but also chemicals and time.

It doesn’t take any more time or effort to load at the proper levels if you just do it! I realize that everyone wants to be busy, or at least look busy at all times. However, it is clearly beneficial to accumulate and process the correct size loads. The time spent waiting can then be appropriated to wherever you need it.

As an example, the first time I did a late-hour check on laundry at my first OPL in healthcare, the night washer was not sorting everything, just throwing whatever was in the bags in the washers and washing them on the setting for heavily soiled linen. He figured he could eliminate a step that way and save himself a lot of work.

Maybe he did save time and effort, but what a terrible waste of chemicals and utilities. After the proper sorting and loading procedures were reviewed with him, along with the reasoning behind them, it was never a problem again and our chemical expense dropped noticeably.

For those of you working at long-term healthcare facilities, make sure you have adequate washes for heavily soiled linens. A separate setting for this is essential in eliminating rewashes and quality-control problems. Even if you have to hold heavily soiled linen in the sorting cart for a while to get a full load, you can certainly save a lot by doing so.

You will also find it helpful to schedule a recovery load for trying to save badly stained linens prior to taking them out of circulation. Even if you only save half a load, it is linen you may normally would have thrown out.

It is also important not to overload the washers or you will waste your chemicals and utilities on rewashing. It is a bit of a balancing act, but one that can be easily accomplished with education, cooperation and teamwork.

Be sure that you do not ignore proper loading and temperature settings on your dryers. Over-loaded and under-loaded dryers waste a lot of energy and fuel and can also lead to lost time and excessive wear of your linens. And be sure your temperature settings are correct for the loads you do. Too much heat is as bad as too little heat for your linens and is extremely wasteful. Today’s dryers feature multiple settings, so be sure to use them correctly.

Involve your representatives from your laundry chemical, linen and equipment companies to help you fine-tune everything to get the best, most efficient results for your investment. They will be glad to help with this important task. With their help and your attention to the details, you can be sure you are not wasting energy, fuel or water.

Tomorrow: Answers from the commercial laundry and equipment manufacturing sectors.
Click here for Part 1.
Click here for Part 2.

Learn how to cost-effectively enhance wash aisle safety for automated industrial laundry facilities, including policies and procedures, employee engagement and ownership of the safety process, training, and equipment manufacturer partnerships. Participate in a hands-on tour of a recently upgraded facility and speak with managers, engineers and safety staff responsible for ensuring occupational safety and health at the plant level.

Cintas, the TRSA member hosting this event, recently earned “Star” certification in OSHA’s Voluntary Protection Program, the first industrial launderer in the United States to receive this recognition, OSHA’s highest for workplace safety and health.

For more information: http://www.trsa.org/calendarevent/trsa-wash-aisle-seminar-and-facility-tour

ST. JOSEPH, Mich. — When striving toward a properly equipped hotel laundry facility, owners and operators have a number of factors to consider, including the right equipment mix, new technologies, types of machines and unique industry challenges.

The proper selection of commercial laundry equipment can have a significant impact on several key operational factors—namely time, money and utilities.

Hard-Mount vs. Soft-Mount Washer-Extractors

There are generally two types of washer-extractors: hard- or rigid-mount and soft-mount. Hard-mount machines cost less, but the installation can be expensive. Soft-mount machines may cost more initially, but are easier to install.

Soft-mount washer-extractors generally don’t need concrete supports, and the suspension system eliminates the need for machine bolt-down. Therefore, upgrading to high-speed washer-extractors can be accomplished without having to replace the existing floor, saving a day or two during the installation process.

Additionally, soft-mount washers can extract much more water than hard-mount washers. Certain soft-mount washer-extractors feature high-speed extraction of up to 350 G’s (G-force) to help cut energy usage and drying time.

An Additional Challenge

Unlike a long-term-care facility or athletic club, the linens and towels make up much of the hotel guest’s experience. If a hotel has scratchy, dirty or uncomfortable bed linens or towels, odds are the guest won’t be a repeat customer. For hotels, every time a guest checks in, the linens need to be in top shape to help ensure repeat customers.

Manufacturers realize this and are doing their part to develop chemical injection systems that take the guesswork out of laundry. By working closely with a local chemical supplier, hotel owners and operators can determine the appropriate type and amount of detergent needed to clean the laundry and meet resident or guest expectations. Incorporating a chemical injection system into the machine will help dispense the precise amount of detergent needed, which ensures the correct amount of chemicals are added to the water and helps guarantee clean laundry.

Check-Out Time

Maximizing the effectiveness of hotel laundry operations requires a good distributor partner, the proper mix and types of equipment and a solid understanding of industry challenges. An efficient laundry room can save a hotel money, time and utilities, positively affecting its bottom line.

Click here for Part 1.

ASHTABULA, Ohio — When laundry managers review their injury logs with inspectors from OSHA or from their workers’ compensation insurance carriers, back injuries frequently rank among the most commonly reported. On average, each back-injury claim represents a week of lost productivity, according to the Bureau of Labor Statistics, plus associated healthcare costs. The culprits triggering many of these back injuries are not difficult to fix.

By paying attention to ergonomics, work positioning and the elimination or minimization of repetitive bending, reaching and lifting, laundry managers may save their workers from needless pain and injury and save their companies from needless, burdensome costs.

Spring-Loaded Carts Prevent Back Strain

Spring loading refers to setting a platform of vinyl-covered wire frame, plastic or plywood atop or under a series of metal springs, all set within a laundry truck or cart.

When linens are placed on top, the platform gradually sinks into the bottom as the weight of the linens increases. As linens are removed during cart makeup or when fed into a flatwork ironer, for two examples, the platform gradually and automatically rises.

It is this rising action that directly reduces the lower back strain by maintaining the height of the work at or near the waist level of most workers. Reaching into the bottom of carts is eliminated.

Two Types of Spring Loading

From a review of utility trucks being used to hold clean linens for feeding a variety of machinery at the Clean Show, the majority of them were fitted with the hanging style of spring loading. In this style, one end of each spring is attached to the platform through grommets set within the perimeter of the platform while the other end of the spring is hooked over the rim of the laundry cart or truck, always at the corner and sometimes in the middle depending on the load.

The platform hangs within the container, and the load is borne from above. The springs are typically encased in a flexible sleeve to safeguard workers from contact with the springs and to prevent linens from getting caught or snagged.

The second style of spring loading hides the springs underneath the platform. This coiled style virtually eliminates the potential for the springs to come into contact with workers or linens. Either style may be sized to fit nearly any type of utility cart or truck commonly found in a laundry.

Which Is Better?

Both styles offer comparable performance and longevity with almost no maintenance requirements. Both styles may be removed to clean the inside of the cart without any tools. Their zinc-plated, rust-resistant springs rarely wear out from too many cycles and have been known to last for decades, as long as the weight of laundry placed on the platform is within the specified range.

The coiled style handles heavier loads than the hanging style, with load ratings of approximately 38 pounds per spring at full spring extension versus approximately 31 pounds per spring when hanging from the rim. Therefore, to handle 300 pounds of laundry, for example, the coiled style would require eight springs underneath while the hanging style would require 10 springs around the perimeter of the utility truck. The difference of only two springs may affect the price by as little as $20, but when applied over a fleet of 100 utility trucks the savings become substantial.

From a safety perspective, though both styles meet ergonomic needs, the coiled style earns points for hiding the spring mechanism under the platform. However, the hidden coil style requires space within the interior of the cart or truck. This means a 14-bushel laundry truck, for example, with the spring-loaded mechanism hidden inside, actually functions more as a 12-bushel laundry truck. To move 14-bushel loads, a larger laundry truck needs to be used at a slightly higher price. Again, when applied over a fleet of 100 utility trucks, the difference becomes substantial.

Monday: Specifying the right spring-loaded mechanism…

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ROANOKE, Va. — I spent a lot of time at the Clean Show looking at improvements in productivity monitoring systems. I find the benefits of using one worth the time and hassle of collecting and entering the data.

I talked to numerous vendors that had developed systems to provide instantaneous productivity monitoring of each workstation and employee. The more frequent and accurate the feedback, the better the results.

The ideal system would allow for tracking of both group and individual production data.

I have always tracked three areas in my soil-sort department. The most obvious is the five employees who sort the linen off a belt from an elevated platform into various slings. This has always been a group effort, and their production is based on how well they work together as a team.

My second is the two “dumpers” who place linen onto the incline conveyor feeding the elevated sorting platform. Their performance has a major bearing on the soil-sort group’s efficiency.

Finally, I track the employee responsible for unloading the trucks, weighing the soiled linen and placing the carts in the cart dumper.

I want a system that can instantaneously track the performance of all three areas with a minimum of data entry. The ideal system, in my mind, would be one where the carts are weighed into the system by scanning the bar code. When the cart is placed into the cart dumper, it is scanned again and the next poundage is credited to all three tracking areas.

I want a system that visually gives the employees or the group a graphic measure of how they are doing vs. standard. The simple system of a red, yellow or green light does not provide the type of detailed information I want my employees to see.

The preferred system will also be capable of supporting large screens that can be placed in the break room and the supervisors’ work areas. The break-room screen would provide peer review of the workers’ or group efforts, while the other screens would provide feedback to these key groups as to where their efforts need to be focused.

An employee or group that is not meeting production standards could be lagging due to several conditions. It might be the result of poorly sorted or improperly washed linen; pillowcases that are not properly conditioned cannot go through the ironer as fast as those that have the right amount of moisture, for example. The supervisor can investigate and take the steps necessary to correct this problem.

Poor production may be the result of improper or incomplete training. It might be a problem with a piece of equipment; the supervisor can work with maintenance and get it corrected as soon as possible.

An employee may simply need a little added motivation. Knowing that the system is there, and that someone is actually paying attention to it, can provide the needed encouragement.

The ideal system would allow for tracking productivity of each employee, each piece of equipment, the number of pieces of each type of linen produced, and the production rate for each piece of linen. It would track downtime by piece of equipment and be able to provide laundry management with actual productivity by area.

Labor is our single largest cost, and real-time productivity monitoring promises the ability to improve the use of this resource. I would expect that my laundry could improve productivity by 10-20%. With that kind of labor savings, it would not take long to justify the purchase of such a system.

“I know that my laundry operation is due to be inspected sometime soon, but I’m not sure how to get ready for it. Where should my focus be? In what areas are we most likely to get nailed if our operation is deemed substandard?”

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

They say procrastination is a universal human behavior and I have to agree, since I procrastinated in writing this article. But one area we must not procrastinate in is having our laundry ready for inspection at any time. Here is an abbreviated pre-inspection checklist:

OSHA — Occupational Safety & Health Administration

Bloodborne Pathogens — Make sure a documented exposure control plan is in place and reviewed at least yearly with employees. Ensure that personal protective equipment (PPE) is in good condition, clean, and being worn in areas of occupational exposure. Check that engineering controls (e.g., sharps containers, shields, etc.) are in place and sterile.

Hazard Communications — Transmittal of information is to be accomplished by means of comprehensive hazard-communication programs, which are to include container labeling and other forms of warning, Material Safety Data Sheets (MSDS) and employee training.

Confined Spaces — Tunnel washers, chemical tanks, boilers and wastewater pits are all examples of confined spaces. The employer shall inform exposed employees by posting danger signs or by any other equally effective means.

Lock Out/Tag Out — Establish a program consisting of energy control procedures, employee training and periodic inspections. Ensure that before any employee performs any servicing or maintenance on a machine or equipment where the unexpected energizing, startup or release of stored energy could occur and cause injury, the machine or equipment shall be isolated from the energy source and rendered inoperative. Electrical, mechanical, hydraulic, pneumatic, chemical and thermal are all examples of energy sources.

Machinery Guarding — Ensure guards are in place and function correctly. Guarding shall be provided to protect the operator and other employees in the machine area from hazards such as those created by point of operation, ingoing nip points, rotating parts, etc. Barrier guards, two-hand tripping devices, electronic safety devices, etc., are examples of guarding methods.

HLAC — Healthcare Laundry Accreditation Council

Soil Sort Area — Items to check include employee training for BBP, functional separation between soil and clean processing areas, cleanliness that is maintained and documented, proper hazard communication in affected work areas, the provision and wearing of PPE, and cart-washer utilization schedule and functionality.

Wash Aisle — Check to see that wash temperatures and times are maintained, and machines are being loaded properly and documented. Prevent cross-contamination of clean and soil in this area. Wipe down machinery frequently with a good quat disinfectant cleaner.

Finishing Area — Proper blow-down schedule and cleanliness, workflow patterns to prevent cross-contamination, preventive-maintenance documentation, linen-inventory management and proper lighting are the keys here.

Staging and Storage Areas — Make sure these areas are uncluttered, cleaned frequently, and protected from lint blow-down.

Fire Department

General — Are address numbers for the building clearly visible from the street? Is exterior fire department access unobstructed? Is combustible vegetation removed so as to not create a fire hazard? Is a minimum 3-foot clearance maintained around fire hydrants?

Egress — Are the exits and doors easily recognizable, unobstructed and functional? Are the exits and exit enclosures free from combustible materials? Are doors with self-closing hinges maintained in the closed position (not blocked open)?

Electrical — Are all electrical outlets, switches and junction boxes properly covered with cover plates, and is the electrical system safe from any apparent shock and/or other electrical hazards?

Are circuit breakers/fuses labeled? Is the area maintained clear at least 30 inches in front of the electrical panel(s)?

Fire Alarm System — If the building is equipped with an alarm system, has a qualified fire alarm company performed the required annual service?

Fire Extinguishers — Is there access to fire extinguisher(s) rated minimum 2A-10BC? Is the travel distance from all portions of the building less than 75 feet to an extinguisher? Are all extinguishers visible and accessible (not blocked)? Have the extinguisher(s) been serviced and tagged by a fire extinguisher company within the last 12 months?

Fire Suppression Systems — Is the top of storage maintained a minimum 18 inches below head deflectors in fire-sprinkler areas?

Storage of Flammable, Combustible Liquids, and Compressed Gas — Are quantities in excess of 10 gallons of flammable and combustible liquids used for maintenance purposes and the operation of equipment stored in liquid-storage cabinets? Are cylinders of compressed gas, such as helium, argon, oxygen and acetylene, chained securely to prevent them from tipping over?

Local Agencies/Environmental Protection Agency (EPA)

State and local agencies may visit to check for valid permits such as boiler operating licenses, business licenses, worker documentation, etc. The Environmental Protection Agency may visit to see that you comply with air cleanliness measures or wastewater discharge limits.

Maintain clear records about anything in the workplace that carries inherent risks, especially if there is a history of accidents with that particular object or situation.

If you have an employee manual, it should be up to date with the most recent laws and regulations regarding health and safety.

Keep the working area clean, free of dangerous surfaces or items that can cause injury, and make it easy to access in case of an emergency or accident. Make sure emergency exits are clearly marked and first-aid kits and fire extinguishers are readily available. While these may seem like minor details, they are, in fact, the areas where most companies fail to comply with OSHA regulations.

Long-Term-Care Laundry: Gary Clifford, Pines of Sarasota, Sarasota, Fla.

Due to be inspected “sometime soon” is really waiting until it is almost too late to do anything about getting ready.

The best time to get ready for your next inspection is immediately after your last inspection. However, if you have waited and are feeling unprepared for an impending inspection, get to work now on improving your chances of passing your inspection.

Take a good look around your facility and honestly evaluate what you are seeing.

A lot of times, we look through things we see every day without actually seeing them. Fight that tendency and you will often spot areas that need improvement.

You may find it helpful to get someone from the outside to evaluate your operation. If you know other laundry managers or feel comfortable with one or two laundry vendors, ask them to check things out.

Soiled and clean linen must be separated and not come in contact with each other at any time during processing. Remember to keep everything—soiled and clean—covered to eliminate contamination. And your staff needs to use standard precautions (PPE) when handling soiled linen.

Cleanliness is something that all inspectors will look for. Not only does it appear clean today, do you have a policy (doesn’t have to be in writing) for keeping things clean? This is especially true when it comes to lint removal. Every member of your laundry staff must be able to tell the inspector when and how they keep things clean.

Schedule a few extra staff meetings to make sure everyone is educated and on the same page. As often as you can, ask the questions you would ask if you were an inspector. And look up the results of any past inspections to make sure you do not repeat mistakes.

If you had a specific problem during a recent inspection, you can be sure the inspecting party will be looking to make sure you corrected that problem!

Don’t wait until “sometime soon” is here to get ready for the next inspection. The facilities that do the right things all the time and are best prepared have the most successful inspections. Make sure your facility is one of them.

Click here for Part 1.