Content about Ken Tyler

Editor's Note: Ken Tyler is on break. AmericanLaundryNews.com is reposting a column that originally appeared on the site in July 2008.

CHICAGO — 1. No matter how much you would like to complicate the chemical process of laundering, water is the key element associated with it. Without water, you have nothing.

2. It has been proven that washing in low, controlled temperatures can produce textiles as hygienically clean as washing in high temperatures. Don’t forget that most laundered items reach high temperatures during drying, steam finishing or ironing.

3. The key to maintaining the quality of textile processing or cleaning is service. Don’t overcomplicate the laundry chemistry process — there is little difference between products that are available. Be careful about being oversold on products.

4. Really know your cost to operate. Purchasing/processing textiles through and out of a laundry are way past the 50 cents-per-pound scenario. Don’t forget about capital depreciation, fringe-benefit labor costs, and energy and transportation costs, along with the other costs that are part of the process.

5. Your operation can only be as good as the employees you hire, so treat them with respect and dignity. Walk the floor; know your people and the systems that make your operation run.

6. Don’t purchase any equipment without establishing a process to gauge production, potential cost savings, and ergonomic value — be able to ascertain the total cost, not just the net cost. In other words, determine the best value. Make sure that you purchase equipment from someone who can provide the service you need within a timely basis. Always specify the terms and conditions of the purchase — I recommend you pay 90% on delivery and 10% on acceptance. Always make sure you have a way to get new equipment in and out of your facility.

7. A sound maintenance program requires expertise, not just a handyman. Spend as much time training these folks as you do anyone else. Every manufacturer has a training program — make the investment. One of the most critical aspects of a successful laundry program is a sound routine and preventative maintenance program. Without such a program, you might as well shut your doors.

8. Never forget that you will learn something every day in this industry. Never think you know it all — no one does.

9. Never forget that the laundry is a production facility, not a warehouse. Get off the kick of quotas, give the customer whatever they want or even think they need, and don’t make our business more complicated than it is. Invest in a good textile management system, as well as a production management system that is not linked to in-house systems. Learn the importance or lack of importance of pounds per productive employee. Never forget that employees have little control over production, especially where machine design pretty much controls the process — you can’t get blood out of a turnip. Think incentives for production — those who have it out-produce those who don’t.

10. Become active in the industry, learn how to write performance specifications for equipment (I had to throw that in), and always invest in your future with the formal educational programs and seminars that are available.  

CHICAGO — What in the world is going on? I’m beginning to think someone needs to offer a remedial trip to Marine Corps Boot Camp—you know, a quick lesson in courtesy and discipline.

People are starting to be chronically late for work and miss appointments. Excuses are growing faster than taxes are rising. As the old saying goes, “These folks will even be late for their own wedding.”

Being on time and prepared is one of the key ways that we can positively brand our organizations and ourselves. If you are late, be honest. Do not make up crazy excuses.

Whatever your appointment may be—a phone call or business meeting, dinner engagement or date, etc.—always strive to be on time. Remember that there is someone on the other end who is using valuable time waiting for you.

WHY BE ON TIME?

1. It demonstrates that you are diligent and dependable
2. It indicates that you honor your commitments and can be trusted
3. It shows that you have respect for other people and that you care as much about their time as your own
4. It sets a good example
5. It builds self-confidence and success

All successful people view their time as a precious resource. When you are late for an appointment with one of them, you will have wasted one of their most valuable assets, so there is a good chance that you will be viewed as rude, possibly irresponsible and, most importantly, disrespectful. Is this how you want to brand yourself?

Not only should you make every effort to be on time for business-related appointments, you should do your utmost to be on time for personal commitments. Valuing the time of others and earning their respect is an important part of your individual reputation.

KEEPING APPOINTMENTS

Not only should you strive to be on time for an appointment, I recommend that you set a goal to arrive at least five minutes early. Why arrive early?

• To give yourself a buffer in case something delays you (you should know the probability of this happening in advance). Planning to show up at the exact time of your appointment leaves no room for error.
• To be relaxed for the appointment. Running through the door stressed out because you were rushing never reflects well on you.
• To make sure you are prepared for the appointment. Always arrive early so you will have a few minutes to relax, think about your agenda, and get organized.

If I am meeting with some prospective clients at a restaurant, I select a table out of the way. Being early gives me the opportunity to determine the best location for the meeting and ensure that nothing will distract my guests.

When I was working for the federal government, I would always arrive for my appointments five to eight minutes early to gather my presentation materials and review any notes I had taken. Then at the exact time of the appointment, I would ring the bell. This was an easy way to make a great first impression, and it always worked.

MAKING SCHEDULED CALLS

When you schedule a call, always be clear about who’s responsible for initiating it. When you don’t know who is supposed to initiate the call, accept that responsibility and make the call at the scheduled time. This puts you in control.

If you are the person responsible for initiating the call, what kind of impression will you make? Will it be positive, neutral or negative?

• Negative — If you call five minutes late, you run the risk of making a negative impression.
• Neutral — If you call one or two minutes early, or one or two minutes late, you will likely not make any impression. That’s what most people do, unless the call is a conference call (really no different than a meeting).
• Positive — When you call at the exact time as arranged, you have the opportunity to make a positive impression. I have had hundreds of people tell me, “Wow, you are right on time!” That comment tells me that I made an impact!

When you schedule a call, write it in your appointment book and, if necessary, set your cell-phone alarm to notify you two minutes in advance. Then at the exact time, press “Send.”

WHEN PLANS FAIL

Circumstances certainly happen and it won’t always be possible for you to be on time. If you are going to be late for an appointment, call as soon as you know you are going to be late. This allows others to plan their schedules accordingly. Cell phones, PDAs and other technology make this an easy thing to do.

When you are on time, you enhance your professionalism. When you are late, you devalue your brand. Being on time is a matter of choice. Remember, there is no downside in showing up early, but there is significant downside to showing up late.

When managing meetings, I used an hourglass (no kidding). Once the sand was gone, the meeting was over…usually. This method discourages those individuals who like to hear themselves talk (usually about nothing that is on the agenda).

And by the way, if for some reason you are out of the office on work-related travel, leaving an “out of office” message on e-mail or your phone leaves much to one’s imagination, especially if it indicates you cannot be reached and e-mail access is limited. This tells me you are on duty but just will not respond to messages or phone calls in a timely way.

This just does not make sense. You have a cell phone (probably) and can retrieve and decipher messages and well as respond to phone calls no differently than if you were behind a desk. So why say to everyone that you’re not available? I suggest that such out-of-office messages be reserved for those times when you are out of country with no cell service or on a long, well-deserved vacation.

CHICAGO — I have warned that expertise in the textile care industry has been severely hampered by attrition and the inability of top managers to recognize and educate individual managers and programs for who they are responsible.

This void has been filled by consultants who often fail the customer by providing reviews and recommendations geared more to future opportunities than analyses based on supporting facts and data and not the opinion of one or more manufacturers.

Where is the consultant who can give a well-rounded opinion based on all the information that is available in our industry? The big picture must be presented, and the customer needs to be educated to know all systems and opportunities so they can separate fact from fiction.

Responsible organizations should carefully determine if they truly have the expertise to evaluate a proposal for either laundry equipment purchases or total system acquisitions (laundry equipment and the systems that support a complete operation).

For the novice who has never operated a laundry, never modernized a laundry, never been part of a process, I would suggest they not be part of the evaluation process unless they truly have some sort of expertise to offer. Onlythose trained professionals who have experience and education associated with the process should participate.

What happens if your organization fails to follow these simple rules and utilizes evaluations containing personal opinion instead of independent analysis? Most likely, you and your organization will end up in a court of law or, worse yet, a court of public opinion.

Can you imagine being on the witness stand, testifying as a reviewer of modernization proposals that you have no experience and no education associated with conducting a technical review? Worse yet, you relied on the opinion of an external party that was also was an equipment supplier.

I had the privilege of managing Department of Veteran Affairs programs on a national scale for more than 25 years. From my first day on the job, I was directed to visit a facility having modernization pains and was thrown into a den with more than 10 private contractors. It became obvious to me that field expertise was essential in conducting fair, comprehensive reviews of laundry modernization efforts ranging in value from $25,000 to $10 million.

We developed a team of experts who had proven laundry operations abilities. These experts represented engineering, plant operations, construction, plant management, facilities management, facility quality assurance, etc.

It is important to note that these experts also played a vital role in project development, preparation of specifications, etc. When proposal evaluations were being conducted, these experts made recommendations that were reviewed and passed on to procurement personnel who made the acquisition happen.

This systematic effort resulted in the modernization and construction of many facilities and, more importantly, gained the respect of the industry as a whole. While this process is government-related, any organization could utilize it. The key concept is involving the right folks whose work can withstand any external review.

The number of evaluators that a laundry project requires will vary depending on its scope. Nonetheless, experience, proven expertise, and the willingness to serve are essential. A minimum of three evaluators should be the rule, and the evaluation process—including those aspects about which an evaluator may disagree with the team—should be formalized and put in writing.

Each member should have proven expertise:

• Been involved in previous laundry equipment and modernization processes.
• Understand the specifics of the complete system approach, ranging from laundry sorting and processing to steam requirements and air compression pressures and processes.
• Understand the principals and applicable codes of laundry plant safety, ergonomics, energy techniques, energy type comparisons, etc.
• Have management experience with laundry plant operations.
• Be certified and credentialed in your organization’s designated field.

Once an individual meets all these prerequisites, then and only then should they be considered as part of an evaluation team. If exceptions are made, the evaluation process will be circumvented and that could lead to project cancellation, loss of valuable funds and, most importantly, embarrassment.

Can the industry as a whole meet the challenge?

CHICAGO — In more than 40 years as a manager, platoon sergeant, platoon commander, officer in charge, commanding officer, director, program manager or CEO, I have heard peers and other managers say that they would like to be able to voice their opinion during a meeting.

Based on observation, some of it could have to do with their inability to get noticed. They remain wallflowers partly because they never say anything constructive about the subject at hand, or anything at all. I call them “yes” people.

The success-minded people holding the meeting often recognize these issues as they solicit ideas. There is head bobbing, when everyone seems to agree with the concepts that are being presented. But after the meeting, you often hear, “I don’t agree with that” and so forth.

We have all met people who talk too much during meetings. They love the sound of their voice and will speak at length on any given topic whether or not they have anything worthwhile to say. It’s during these times that the meeting leader must stand tall to move the agenda yet still listen in hope they will eventually say something of benefit.

Think about this: you’re in a meeting when you think of something you could say. You sit there, wondering whether to speak up, but you are nervous. Is it worth saying or is it a silly point?

A couple minutes pass while you try to decide whether to take the plunge. Then, before you can open your mouth, someone else pipes up and makes exactly the point you were going to make. Everything thinks it’s a helpful contribution, and you’re left cursing yourself.

I have some suggestions for making a positive impression at your next meeting.

Assuming you have an agenda—this is essential; my philosophy: no agenda, no plan, no meeting—prepare something to say. If the manager sends out the agenda for comment, do not ignore this opportunity to have input.

Always review the agenda to see what issues are coming up. Speak to others and find out what they think about them. Then sit for a moment and consider the topics. What do you know about them? What questions do you have? Can you think of anything useful to say?

Try to prepare a few talking points or questions. Write a list to take to your meeting. That way, you won’t be caught with nothing to say and be forced to try to think of something on the spur of the moment. You can always add to the list if other things come to mind.

Always have a goal to contribute something. Don’t just see how you feel when the time comes, make your presence felt. Sometimes, you just have to say what is in your gut. While it may raise eyebrows, it does force everyone to think.

Another tip: you don’t have to express an opinion to make a contribution. Asking a question can also get you noticed and be seen as more thoughtful and constructive.

Even just agreeing with someone else can be useful, especially if you can add something. Be aware of the attendee who sits back and waits for others to comment so he/she can attempt to be critical no matter how ridiculous the comments are.

Speaking up initially can cause you to be nervous, especially as that moment arrives when you are just about to say something, but having prepared what to say will help a lot.

Follow a simple structure to prevent nerves from taking over and to make sure what you say is clear.

If you are going to express an opinion, prepare a single point to make. State it clearly and give one reason in support.

Don’t try to say too much or go into a lot of detail. This is usually left to the person who jumps at the opportunity to make him or herself look good. In reality, they actually make themselves look helpless and insecure.

As you grow more confident, you will be more able to think on your feet (or on your backside, if it’s a meeting) and won’t be so reliant on your notes.

Watch your body language and listen to your tone. See how other attendees involved in the meeting are seated. You’ll notice they tend to sit forward, look attentive and maintain eye contact with others. They don’t slouch, look down and avoid the gaze of others.

Pick out the people you think are effective and watch what they do, when they speak, what they say, and how they sit. Model yourself after them.

CHICAGO — Flatwork ironing systems have become the workhorse for healthcare and hospitality laundries around the world. When soliciting a new system, the following represents the basic requirements to keep in mind:

1. What space—height, width, length, etc.—do you have to accommodate a flatwork ironing system?

Such a system could feed goods to employees, plus include a feeder, the ironer, a folder/cross-folder for sheets, possibly a drape stack system for small pieces, a stacker for large pieces (sheets), and possibly a transverse conveyor that takes stacked goods from the stacker and places them on another conveyor (this device historically named The Gilmore could be the topic of a future column).

2. What are your existing energy components, and do you plan to use them?

What is your steam pressure at the ironer? Usually, 120 psi is the minimum expected. What about the steam temperature at the ironer? What are your electrical requirements, and what is your air pressure situation? Your specifications need to address all of these issues. Have you considered using other means for heating the ironer, such as thermal oil? If so, then you need to explore the cost benefits, space savings and production benefits these systems can offer.

3. What are the actual sizes and fabric mixes and weights of the items that you are processing?

This, along with the performance expectations you require of each, is one of the most important requirements. Don’t just say you want to process sheets and pillowcases; be explicit about their makeup. Do you wish to feed, fold and stack fitted sheets? When laundering, will the items be preconditioned in some fashion? If so, what amount of moisture will be removed, and will the goods come directly to the flatwork feeding area from washing and extraction?

4. Examine the state-of-the-art system controls.

These not only monitor production, steam and energy usage, but also can monitor all facets of the system operation (maintenance needs, etc.).

5. Examine new methods of exhausting and recovering heat from the ironer, as well as cleaning techniques that will permit the system to last for many years.

6. When you compute production needs, explore the various benefits of feeding.

How many FTEs (or full-time-equivalent workers) do you plan to use to meet your performance expectations? For example, could your feeding systems take two, three or four FTE to achieve the same production? Examine the ergonomic conditions that will face your employees during the act of feeding.

Finally, take a common-sense look at the feeding picture. Do sheets come in contact with the floor? Could an employee trip when feeding a sheet or any other item? If so, what other requirements can you insert in your specification to eliminate such possibilities?

While there is no scientific evidence available, the general concept of a sheet dragging on the floor before being fed into an ironer just doesn’t look good, and there have been situations in which OSHA and JCAHO have cited facilities for such conditions. Suppliers can provide remedies to eliminate this.

Once you have entertained each of these points, your specification should look like this (assuming you are purchasing one ironing system that will be used only for sheets):

1 flatwork ironing system that includes a system that feeds goods to the flatwork feeders (optional) consisting of _____ FTE; these FTEs will be able to feed 1,000 sheets per hour or 500 each. The system will be able to dry textiles 100% dry (with some small deviation) and to fold, cross-fold and stack these items in true dimension, 20 each, and convey these items to the linen accumulator.

After you conclude the FTE requirement, answer items 1-6 and address your specific expectations as they apply. Then add these provisions:

• Use manufacturers’ representatives for installation.
• Insist on a designated warranty.
• Determine installation provisions and times available. Closely examine the need to roll away certain items for maintenance, i.e. feeders, stackers and folders. If required, have the manufacturer supply a method of achievement.
• Require that you have on-call emergency service available from trained representatives within a specific time, i.e. no longer than 48 hours.
• Make sure the company you are working with has training programs for operators and maintenance personnel.
• Develop an inspection program.
• Establish a payment program, such as paying 90% on delivery and the remainder once the system purchased is tested and meets your expectations.
• Check past performance on all systems you plan to purchase.

An AmericanLaundryNews.com exclusive.

CHICAGO — A government manager seeking help for himself and his organization contacted me the other day. Because of recent drastic budget cuts and subsequent mandatory furloughs for employees (i.e., about 22 days of unpaid leave each year), this organization clearly needs to make major adjustments to its structure and processes and essentially recreate itself so it can operate successfully under a revised mission.

I was astonished to learn from this person that the organization is already taking many steps to begin addressing its challenges.

Concurrent with steps to obtain assistance in handling the business aspects, it is providing a program to support its employees’ personal concerns. Specifically, it has scheduled a series of workshops open to all employees that addresses a number of issues of concern to them in these challenging times.

Topics include making your family No. 1 in your life, how to manage resources, understanding credit scores, reducing stress, and communicating with your kids. Clearly, this organization understands that employees who are worried about personal issues at home cannot possibly perform at optimal levels at work.

Why does placing a high priority on employees’ personal concerns make good business sense? A concept called direct perceived organizational support provides a compelling answer.

Employees who perceive a high level of organizational support and honesty believe that senior management really cares about their personal well-being. Research demonstrates that such individuals reciprocate by performing at a higher level, by being more forgiving of organizational missteps, and by going above and beyond what is required in their jobs.

So, in addition to responding to their employees’ concerns in a very human way, this organization has made an intelligent business move that will serve it well long after the economy has recovered.

Employees who have not had a raise or bonus in years due to economic conditions find it difficult to understand why certain employees travel all the time, or why capital investments are made that never gain any cost benefit. It’s not that the aforementioned are not required, but management should be able to communicate these issues before employees start asking the difficult questions.

Let me point out one issue that can certainly damage the morale of an organization. When a workplace announcement is made, the last thing that employees want to hear about is the achievement of someone in the higher echelon of their organization.

Employees do make the difference, no matter what type of organization you work in. The workforce needs to hear or read about what they—you know, the folks in the trenches making the everyday sacrifices—have done.

Surround yourself with talent and you will achieve success. And make sure your organization is assisting your employees in becoming fully successful.

An AmericanLaundryNews.com Exclusive

CHICAGO — I continue to be astonished at the lack of etiquette regarding use of the cellphone, a device that has become commonplace in the workplace. No matter if you are in an office, the airport, a social environment or just sitting down with your family at dinner, you should show common courtesy and follow proper etiquette.

I heard recently on a national TV show that experts seem to think cellphone use will soon be the major cause of divorce or relationship break-ups. Think about it: during the day or evening, how many times do you break the 10 cellphone etiquette rules that I have listed here?

1. Lower your voice when talking on cellphones in public. Observe the 10-foot rule; if someone is within 10 feet of you, move to a different location to create some space between you and the other person. Use the technique practiced in the Orient: cup your hand over your phone and mouth when talking on your cell.
2. No one, I repeat, no one wants to hear your personal business or issues, so avoid talking about those topics when others can listen in.
3. Avoid taking cellphone calls when you are speaking with someone face to face, unless you think the call you’re receiving may be related to an emergency. In that case, ask the person with whom you are speaking to excuse themselves, or ask them if it would be OK if you took the call.
4. Avoid texting during face-to-face conversations or during conference calls (believe me, this happens). FYI: Others can actually tell if you are texting.
5. You’re using a cellphone, not a landline, so be mindful of the technology. All cellphones have latency, which means there is a delay—some greater than others—when you speak and others hear you.
6. Avoid leaving lengthy voice mails. Simply leave your number, the time of your call, and the issue you’re calling about (be brief).
7. Place your cellphone in silent mode if you are at a conference, theater or restaurant. If you are having dinner with your family, turn it off!
8. Drive now. Talk later. Multitasking isn’t always a good thing. Evidence shows that accidents are on the rise due to cellphone use. Most calls can wait until you’ve reached your destination, and if a call is upsetting or distracting, pull over to have the conversation.
9. Use common sense. Turn off your phone before a job interview, presentation or boardroom meeting. Leave it off at funerals, weddings or anyplace where a quiet atmosphere is mandated, such as a courthouse, library, museum or place of worship. Do not talk on your phone when you are in a public restroom.
10. If you walk around at work or at a trade show with a hands-free device attached to your ear, you impress no one (except maybe an alien who is observing and laughing from afar). Hands-free devices should be used at times when you don’t have the ability to pick up or hold your phone, such as when you are driving a vehicle. Do not engage anyone in a conversation when it seems you are wired to places unknown; this is very distracting.

When it comes right down to it, proper cellphone etiquette is just a matter of being considerate of others.

An AmericanLaundryNews.com Exclusive

CHICAGO — Do you ever get into a discussion with someone who just doesn’t want to listen and attempts to monopolize the exchange? This person asks a question, then attempts to explain what they think the answer is while you’re trying to explain the facts and offer suggestions. This frustrating situation signals a real management flaw.

Good communication skills are built through the ability to listen well.

Listening follows a key first rule: Exercise self-discipline.

The second rule is to remain optimistic. This ensures that your listening is a positive experience for others. Assume the other person’s intentions are good, despite their choice of words or their tone of voice.

A third rule of listening is to be competitive. Your desire to win can get you in front of the prospect or client. Once there, your success depends first upon your ability to listen.

Communication is a two-way exchange of information. As one party conveys information, the other party supplies feedback that is used by the first to ensure that the meaning is conveyed and understood. This is why the ability to listen and comprehend is so important.

Successful managers are always curious. They have hundreds of questions they would like answered and usually many more than they can comfortably ask during a single meeting with a team member. The quality of their questions is a form of communication in itself; it denotes the desire to comprehend and to ultimately lead the organization.

Once managers ask a question, they listen (or they should be listening). They listen to the words the subordinate uses to describe their situation, challenges and opportunities. They also “listen” to the unspoken words communicated by the other person’s body language.

They don’t listen to determine what solution they will provide or what they might sell. They listen simply to understand. This is an act of caring, and is perhaps the most powerful message a manager can convey.

Only after a good manager truly listens to understand does he or she explain his or her own ideas. Regardless of how polished a professional speaker or presenter the manager may be, their ability to communicate their ideas is made powerful by their ability to gather information by listening first.

These communication skills represent the manager’s ability to tie their ideas and solutions to what they gained by listening.

When it is time to convey their ideas, great managers communicate their thoughts so that others can understand them. They have the ability to speak and observe the audience feedback simultaneously.

When listening skills are lacking, the manager believes it is their job to speak and to present their ideas. They move forward without listening, which conveys the powerful and negative message that what the subordinate thinks is not as important.

Not listening communicates a lack of caring. It is selfish and arrogant.

Even if the manager has the ability to speak well, those skills are worthless if he or she lacks the ability to listen.

New textiles that can improve comfort and reduce cost are taking the show by storm, as is an array of new finishing and ironing systems. Wow! Great show so far.

Ken Tyler is the vice president of government operations for Georgia-based Encompass LLC. His Veterans Affairs laundry management is what he is primarily known for in the industry.

An AmericanLaundryNews.com Exclusive

CHICAGO — My last column addressed some basics pertinent to a design-build initiative supporting a new laundry facility or modernization of an existing facility.

An AmericanLaundryNews.com Exclusive

CHICAGO — In the environment we work in, it is imperative that we all reexamine what we are doing and how we are doing it. Stress levels in just about any workplace are on the rise, but we can all play a major role in reducing them.

It’s in a manager’s best interest to keep stress levels in his or her workplace to a minimum. Managers must be positive role models, especially in stressful times.

An AmericanLaundryNews.com Exclusive

CHICAGO — As a manager, do you view your organization as one big family? Your family/organization, or the people in your immediate chain of command, creates “content,” comments on others’ content and creates more content, which leads to “discussions.”