“What are the qualities of a good preventive-maintenance program? What are the most important tasks to perform? How much time should we allow for routine maintenance, and when? How much maintenance should my staff be doing, and what should we leave to the pros?” Answers from David Chadsey, Phil Jones, Gary Clifford and Jesse VanOven ...
“What are the qualities of a good preventive-maintenance program? What are the most important tasks to perform? How much time should we allow for routine maintenance, and when? How much maintenance should my staff be doing, and what should we leave to the pros?” Answers from Chuck Anderson, Russ Arbuckle and Rick Rone ...
SYRACUSE, N.Y. — Industrial laundry equipment manufacturer G.A. Braun recently installed a new call-management software system to establish new levels of customer service through its Service Support Help Desk.
“Our goal is to improve customer response time, increase customer satisfaction and improve communication both internally and externally,” says David Clark, Braun’s vice president of after-market operations. “This is a resolution system—a question-and-answer process solution.”
When it comes to managing the cost of a company’s fleet of vehicles, what is the strategy?
Business owners today are at the intersection of expense management and day-to-day operations. They need to control costs and enforce usage and operational efficiency plans, but are stuck between a rock and a hard place when it comes to balancing the theory and practice of cost-cutting and budgeting.
Many laundry companies with private fleets don’t have enough people on staff to ensure that the best technological platforms and business processes are being utilized to accomplish their objectives.
Because determining the best computer system and how to maximize data usage are not part of a laundry company’s core business, and do not always yield short-term financial gains, those critical tasks are often neglected. The result is a lack of necessary business intelligence that can undermine a company’s ability to remain competitive.
For years, the laundry industry has been trying to upgrade its management practices by increasing the required educational levels of new management employees and by putting in computerized tracking and management systems.
The emphasis has been on doing a better job in the areas of managing personnel, finances, sales and environmental impact. But I submit to you that we, as an industry, have missed the mark.
