Content about Linen

May 23, 2013

Going Industrial: Quality Linen Makes the Leap from Coin (Conclusion)

SALISBURY, Md. — Multi-store owner moves commercial business into newly constructed industrial laundry facility

SALISBURY, Md. — By successfully serving small commercial accounts from one of his two coin-operated laundries, Mitch Wyatt nurtured a reputation that today has him handling the laundry needs of major hospitality, healthcare and food and beverage clients. Recently, to meet increasing production needs, Wyatt moved his commercial business into a newly constructed industrial laundry facility here.

The Quality Linen Services building turns out 1,700 laundry pounds per hour, using minimal labor, water and energy — giving Wyatt the opportunity to draw new clients and boost profits.

PROGRAMMABLE BY CUSTOMER

Each of the Girbau Industrial TBS-50 Eco-Tunnel’s seven modules is programmable for duration of the wash cycle, water temperature and levels, bath partitions, rapid draining, chemical injection, mechanical action, closing parameters and more.

“We’ve preprogrammed the computer by customer and all of the items they use,” says Wyatt. “This is vital with customer-owned goods because we can separate each customer’s linens by color code in the system and track them throughout. They don’t want to lose their linens.”

One of Wyatt’s hospital clients, for example, has 20 items, including bed pads, sheets, gowns, scrubs, blankets and towels. “Each item, one through 20, is programmed differently,” he says. Similarly, hotel items—sheets, pillowcases, towels and mats—are each programmed differently. At any time, the Quality Linen staff can see where items are in the cleaning process: the Eco-Tunnel, conveyor, press or dryer.

HOW IT WORKS

From a touch-screen station, one employee runs the Continuous Washing System. He or she selects a customer number and program on the Eco-Tunnel’s central computer screen and loads the tunnel conveyor, which automatically weighs each 110-pound load. The conveyor moves the goods up an incline, where they are automatically loaded into the first module of the tunnel washer. Every 110-pound load travels through seven modules, and each module is programmed to perform a function for four to six minutes, such as pre-wash, wash, rinse, etc. After the programmed time duration, the load is automatically transferred to the next module.

The Eco-Tunnel uses less than a gallon of water per laundry pound and completes even the dirtiest 110-pound load in 42 minutes, according to Wyatt.

“I like everything about it,” he says. “It operates off of steam, has a drain-water heat reclaim system, filters, and then reuses 60 to 70% of the water.” As the central component of the Continuous Washing System, the tunnel reuses rinse and extracted water for pre-wash. Because water is recycled, less water is used and heated, lowering associated costs.

Once a load travels through every tunnel module, it enters the press, where it’s pressed—and water is extracted—until linens resemble a condensed “cake.” Via another conveyor system, each cake is loaded into an open dryer. Sheets are quickly separated in the dryer and run through the ironing line still damp, while towels are completely dried and subsequently run through the laundry’s automated folding and sorting systems.

IRONING LINE

Once the cakes—sheets, pillowcases, tablecloths and napkins—are separated in the dryers, they are run through an ironing line while damp. Two attendants feed the ironer, processing 80 feet of linen per minute. Ninety percent efficient, the gas ironer is also programmable to meet specific needs, according to Wyatt, and automatically adapts cylinder speed according to linen type and moisture content. This eliminates the need to dry linens before running them through the ironing line, which saves natural gas and production time.

“We can finish 400 sheets per hour using this ironer,” he says. “To have a piece of equipment finish so many different item types is amazing.” Once ironed, the various napkins, tablecloths, sheets and pillowcases are automatically folded.

FOLDING DRY GOODS

Meanwhile, dry goods, such as towels, gowns, robes and bath mats, are fully dried and put through an automatic folder, which processes 1,200 items per hour. A variety of items are fed into the folder one after another, where they are automatically folded according to pre-programmed fold specifications, sorted and stacked. “The folder allows us to wash and dry different items, like hospital gowns, towels and bath mats, in one load,” says Wyatt. “It eliminates the need for up to two operators.”

PRODUCTIVITY, EFFICIENCY, SERVICE

Thus far, Quality Linen is processing 100 pounds of laundry per operator hour (PPOH), but Wyatt hopes to improve that number by 20%. “Quality and productivity are so much greater,” he says. “We were getting good quality before from our Continental washer, but from the Eco-Tunnel, we are getting superior quality.”

The facility is capable of processing 95,000 pounds of laundry per week using one shift, or, using two, processing 190,000 pounds. Simultaneously, Wyatt maintains he’s able to properly serve a variety of customers.

“We have clients with customer-owned goods who rely on us to provide superior service,” he says. “Because of our advanced technologies and equipment, we can clean, finish, and track virtually any item, according to our clients’ specific needs.” And that, Wyatt says, is what sets Quality Linen apart.

May 7, 2013

Consider Every Angle Before Building New Laundry (Part 1 of 2)

WINTER HAVEN, Fla. — Ten questions to ask before process begins, and while ongoing

WINTER HAVEN, Fla. — When looking to renovate an existing laundry or building a brand-new facility, there are many questions to ask before the process begins and while the process is ongoing.

David Chadsey, the managing director for Laundry-Consulting.com, addressed the issue during a recent webinar, 10 Things You Should Know Before Building or Renovating a Laundry, sponsored by the Association for Linen Management.

While Chadsey focused on 10 questions to ask, he emphasized that for each application, there may be more than or fewer than 10 items, and that the list is not intended to all inclusive.

1. WHAT AND HOW MUCH

Chadsey’s first question focused on what a laundry needs to process and how much needs to be processed.

“This is the first thing you need to evaluate,” he says. Best practices are based on volume and classification and will differ depending on the type of laundry facility you are working with.

“When calculating what and how much, we want to confirm the volume and then we want to estimate for projected growth,” Chadsey says. “If you’re building or renovating, obviously you don’t want to build just for today.”

Look down the road; what are the possibilities that might be in store for the facility?

Chadsey suggests looking at what equipment you have and want, and perhaps allowing the facility’s plans to contain contingencies for expanding square footage sometime in the future.

Another suggestion is to evaluate the capacity per each process path, whether it’s dry fold, flatwork, wash aisle or finishing line. Take a look at manual labor and automation, and what may change in the future. You can design a finishing line, for instance, more effectively if you know it’s only going to handle hospital sheets.

Always allow for flexibility in a project. If the projected production is to be maintained, laundry managers must look at the ebb and flow of a plant as the linen moves through, as well as the times of day and the days of the week. If a change occurs, whether it be in equipment or in processes, the laundry must be flexible enough to handle the change.

2. SELECT A PROJECT TEAM

As a way to maintain checks and balances during the building process, and to be sure that everything is covered and the project is moving forward, select a well-balanced team to oversee the project.

Such a large-budget undertaking will typically require a project coordinator— usually a member of the organization behind the project—and an outside consultant, one to help the team navigate the process, will be hired. Other members of the team are typically the laundry manager, contractors, the architect and engineer, and there may be more than one engineer, equipment vendors, plant engineering staff, human resources, and a person who will speak for those financing the project.

The project coordinator needs to understand the work scope of all members of this team, as well as their responsibilities, Chadsey says.

3. INDUSTRY PRACTICES

Before the building progresses too far, it is best to identify best practices for the particular type of operation intended for the renovated or new facility.

“Processing 20,000 pounds of linens for healthcare is different than processing 20,000 pounds of hospitality linens, especially on the finishing side,” Chadsey says. And processing industrial textiles is certainly different than processing table linens.

He suggests talking about automation, different types of wash wheels, as well as volume considerations before too much time, money and energy has been expended on the project.

4. CAPITAL REQUIREMENTS

Any building project involves considerable amounts of money, Chadsey says.

While people most often consider equipment to be the major expenditure for a laundry operation, it may be true only for some renovation projects. If the laundry is brand-new or the facility will be undergoing a major redesign, often the planning and design stages can be a major budget item, as well as the construction costs.

Consider these factors:

Planning and Design
Construction
Utility Upgrades and Connections — Will the new facility require more electricity, higher water consumption, greater sewer capacity?
Equipment
Impact Fees — Depending on the locale, these fees can be significant, Chadsey says. Consider the fees that will be charged by the municipality for the facility, for new connections to water lines and sewer, or for other utilities. One project on which Chadsey worked encountered impact fees in excess of $1 million, he says.
Downtime Processing — During renovation, is a plant going to experience downtime? A project team must look at how the operation’s processing will be completed during building or renovation, and plan for that downtime.
Transition and Training — If a new plant is being built to replace an older facility, a project team must consider how operations, equipment, personnel and support staff/equipment will be moved from the old facility to the new. In the case of a renovation, how does management propose to work around and then integrate a new line or new room of the facility? And after the transition is complete, production numbers will be lower as the staff is trained and learns new equipment, procedures and systems. Staffing issues may include the need to downsize.

5. FOOTPRINT REQUIREMENTS

One of the major considerations for both a new build and a renovation is the facility’s footprint. If you are currently operating a laundry, you probably will have a general idea of the space required for current needs. But what happens if you want to expand? Chadsey has a production area formula that he picked up along the way during his 28 years in the industry, and while he can’t remember where he found the formula, he thanks those who came up with it.

“I use 5 square feet times pounds processed per hour. Plus soiled and clean staging, plus the mechanical room,” he says.

The staging area or areas encompass the space needed to process incoming soiled linen, as well as processing and storing clean linen after it comes off the process lines.

“An on-premise laundry may require a relatively small staging area,” he says. “If you’re a shared hospital laundry with a large number of trucks coming in each day, or if linen goes to a certain customer and that customer can only pick up three days a week, then staging requirements can be significant.”

Green initiatives are another consideration, he says. Take new innovations in water-reuse equipment, for instance, which may take more space.

The formula example that Chadsey provided during the webinar was:

A laundry processes 10 million pounds per year for 312 days per year (that’s 32,000 pounds processed per day). Divide that figure by the number of hours the facility is operating each day—in this case, 12 hours—and you have 2,700 pounds of linen being processed each hour. Multiply that figure by five and you arrive at a total of 13,500 square feet required for production.

For this example, Chadsey used 2,500 square feet for both the staging areas and the mechanical room, making the facility’s total size 18,500 square feet.

Check back tomorrow for part 2, including operational metrics, automation, transitioning, and more!

April 24, 2013

Cottage Health System Renews Contract with Mission Linen Supply

SANTA BARBARA, Calif. — Agreement is for two Cottage hospitals in Santa Barbara and Goleta, Calif., and for Santa Ynez Hospital in Santa Ynez, Calif.

SANTA BARBARA, Calif. — Cottage Health System, described as the single not-for-profit provider of acute hospital care in the greater Santa Barbara area, has renewed its longtime contract with Mission Linen Supply, the linen supply company reports.

Under the agreement, Mission Linen will continue to launder all patient linens for three Cottage Acute Care facilities, as well as provide kitchen products, lab coats, floor care products and uniforms for 10 additional labs, clinics and dietary accounts.

The agreement with Mission Linen is for two Cottage hospitals in Santa Barbara and Goleta, Calif., and for Santa Ynez Hospital in Santa Ynez, Calif.

The decision to renew the contract with Mission was made after a review of options in the area, according to Afshin Fatholahi, vice president of support services at Cottage Health System.

“Our relationship with Mission Linen Supply goes back to 2008 and has grown due to Mission’s ability and flexibility to meet our needs and requirements,” Fatholahi says. “We believe it’s important to keep our business within the community and support a local business in Santa Barbara which offers economical advantages for the community at large. It’s a win-win situation.”

The contract with Cottage Hospital will be serviced by Mission Linen plants in Santa Barbara and Santa Maria, Calif.

April 17, 2013

Controlling Linen Loss is Key to ‘Saving Par’ (Conclusion)

CHICAGO — Input from hotel/motel/resort laundry and chemicals supply sectors

Hotel/Motel/Resort Laundry: Charles Loelius, The Pierre New York, New York, N.Y.

charles loelius Abraham Lincoln once said, “You can’t do business from an empty wagon.” Nothing has a greater impact on a laundry’s sales, service, operation, and reputation than an inadequate circulating linen inventory.

The lack of a sufficient amount of linen in circulation necessitates operating the plant longer hours than would otherwise be necessary. Labor, maintenance and utility costs increase, while both efficiency and morale plummet. Operating costs increase without the benefit of added revenue.

Laundering the linen more frequently than would otherwise be necessary shortens its life, resulting in higher depletion and additional replenishment cost.

Equally important, insufficient circulating linen results in decreased fill rates. The inability to provide complete orders negatively impacts both revenue and customer confidence.

The first step in managing circulating linen inventory is to recognize that linen loss will occur. The next step is to ascertain where this loss is prone to occur, and develop policies and programs to prevent unnecessary depletion.

How linen is processed, distributed, utilized, returned and monitored will have a direct bearing on both linen loss and replenishment costs.

Planned losses, such as discards and rag-outs, are the result of quality control programs. Planned depletion, along with a corresponding linen replenishment program, is necessary to maintain a viable circulating linen inventory.

At my hotel, I budget annual rooms linen replacement cost at $2.50 per occupied room; annual food-and-beverage linen replacement cost is budgeted at 20 cents per cover.

Consequently, I am able to completely turn over the circulating linen inventory every three years.

There are two types of linen depletion: actual and artificial. Actual loss represents a permanent depletion in circulating linen (the linen is not retrievable). This loss is the result of discard, abuse and theft, either deliberate or inadvertent. Artificial loss represents linen that, while not accessible to circulating inventory, is still retrievable. This loss is caused by linen being overstocked at the end-user location, which results in an under-utilized inventory.

In linen rental operations, overstocking at the customer not only renders linen inaccessible, it precludes generating additional rental revenue via “turning” the linen.

Conducting physical inventories on a regular basis will provide the information needed to determine if the amount of linen in circulation is sufficient for the operation. Physical inventories also help in the planning of future purchases, and are essential in determining linen loss.

Due to storage limitations typical at a Manhattan hotel, it is necessary to employ the practice of just-in-time ordering. Ordering less linen more often reduces the space needed for storage, but increases the reliance on accurate physical inventories. Like the carpenter’s credo of “measure twice cut once,” proper linen procurement relies on conducting exact physical inventories.

Conducting precise physical inventories will also serve as the basis for determining unexplained linen loss. This loss can be determined through this formula: Prior inventory – discards + linen injections – current inventory = unexplained loss.

Conducting physical inventories at the customer’s premises is a daunting task, but is necessary to properly gauge both linen loss and linen utilization. Complete inventories should be conducted at least annually. Salient information can also be gleaned from “informal” inventories, shelf counts, and linen abuse “spot checks” that can be conducted as part of sales, service, and goodwill calls.

Linen loss and abuse charges, as well as linen utilization fees, when implemented and enforced, can aid in reducing both actual and artificial linen losses.

There is the caveat, however, that enforcing these type charges, even if contractually stipulated, may result in strained relations with the customer.

Regardless of the laundry operation type, it is crucial to involve, educate and monitor the end-users, in properly controlling the linen at their disposal.

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

One of the main challenges in purchasing new textiles is taking extra care to know exactly what it is you are being sold.

We are in a time of exciting new textiles and innovative, high-performance, high-quality fabrics, yet we are also in an era of low-cost outsourcing from places around the globe offering seemingly value-priced purchasing options that sometimes don’t perform to our standards and expectations.

philip bodner Processing of “commercial level” quality textiles or an innovative new fabric is usually easy enough to accomplish. As always, make your purchasing considerations based on colors, sizes and fabric types. When placing your first order with a vendor, make sure to ask for a printed copy of the manufacturer’s laundering and processing recommendations.

Get all the info that’s available and then the correct laundering and finishing of these textiles becomes a matter of putting the manufacturer’s recommendations together with you and your trusted vendor’s experience to arrive at the correct processing routines. When handled properly, the mid- to higher-quality imported or domestic textile will stay in usable condition longer and will offer a good return on investment through its extended service life.

If you are buying large quantities of any textiles, or if you’re buying something new to your operation (or even trying to get a bargain), do two things to save yourself some potential grief. First, ask your distributor salesperson to let you speak to some customers who have purchased the same goods to get direct feedback on performance. Secondly, have an adequate quantity of sample products sent in advance to test-wash and finish to get a leg up on what to expect.

As far as how much linen inventory is enough, answers vary for each operation’s actual needs. One thing is sure: the same budgetary constraints we suffer today, the ones that send people bargain shopping, also tend to lead to inadequate par levels. This lack of linen—I call it “LoL”—can often leave a trail of major inefficiencies cascading down the line.

Both the planned and un-planned consequences of LoL are no laughing matter when they start costing you money. It starts the clock ticking on an investment that will surely wear out before it should. It’s just like wearing the same pair of shoes every day instead of alternating among a few pairs throughout the week. At the end of some shortened period of time, you will be reordering new replacement linens and those pesky invoices will start to play tag with accounts payable.

LoL also puts stress on everyone involved in your laundry or the laundry that provides your linen service. This can lead to processing shortcuts that can affect quality in laundering and finishing because nobody can take the time to do it right. Today’s soil is also today’s or tomorrow’s clean linens, so just get out of the way! We see this “hurry and scurry” approach played out over and over in many laundry operations.

LoL flies in the face of “green” initiatives. It’s carbon-intensive to burn all of that diesel fuel the linen service uses to drive back and forth seven days a week with the linen you absolutely have to have now. By adding par, you solve this, and may even put yourself in a better negotiating position when the next service contract is written. Your provider now only has to come rolling out to see your loading dock four times a week, which is a win-win situation for all except the oil companies.

Finally, it’s the unplanned consequences always lurking around that can and will affect you in not-so-pleasant ways. You have probably experienced some of these seat-clenching moments already.

Do you agree that laundry equipment never breaks, the delivery trucks always start in winter, it never snows, and everyone else’s workers always show up in force when needed just like yours do? If you don’t, then you’re a realist, and having that one or two extra par on hand in case of emergency is your buffer when reality hits. This option sure beats watching your employees stand around waiting for miracle linen to appear. Besides, the guests usually don’t stay humorous for long without clean sheets.

Having more par available keeps the goods looking better and lasting longer. More par means less stress and more time to get things done right. More par is more green. More par gives you breathing room when the best plans go awry. And we can all agree that having one less thing to worry about is always a good thing.

April 16, 2013

Controlling Linen Loss is Key to ‘Saving Par’ (Part 1)

CHICAGO — Input from healthcare laundry, uniforms/workwear manufacturing and equipment/supply distribution sectors

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Check back tomorrow for the conclusion!

April 11, 2013

Survey: Vast Majority of Respondents OK with Shortened Clean ’13 Schedule

CHICAGO — Seminars on linen loss, healthcare regs, service contracts, and certification programs garnering most pre-show interest

CHICAGO — More than 70% of respondents to this month’s American Laundry News Wire survey say they are OK with the Clean Show’s shortened three-day schedule this year, compared to the remaining 29.4% who are “indifferent about this change.”

One respondent proposed that the biennial convention be held “every five years,” but with a longer schedule. “Have mandatory attendance by all members, companies and organizations,” the respondent writes. “Have it for a full five-day week with...golf tournaments planned and social events for all in the evenings.”

In fact, a good number of respondents answered that the biggest factor in favor of visiting New Orleans for Clean was the “networking and socializing” opportunities (23.5%), while 11.8% favored the “exhibits of equipment and supplies.” Equal shares of 5.9% pointed to “educational sessions” and “combining business and pleasure.” The most popular response, however, was “all of the above” (52.9%).

The Association for Linen Management (ALM) and the Textile Rental Services Association (TRSA) are among the organizations hosting educational sessions during the June 20-22 show. Among ALM’s scheduled offerings, Reducing the Loss of Patient Linen and Scrubs and Standards and Regulations Affecting the Healthcare Laundry and Linen Industry have drawn the most pre-show interest among respondents. As for planned TRSA sessions, Textile Services Contracts and Negotiations and TRSA Clean Green and Hygienically Clean Certification Programs: Quantifying Your Commitment to Cleanliness and Sustainability are most anticipated.

More than one-third (35.3%) of those surveyed say they are planning to attend Clean, while 17.6% remain unsure. The remaining 47% aren’t planning to attend, with cost playing an important factor for some.

Among respondents who are not attending, about 45% “can’t afford the cost,” 27.3% “can’t spare the time,” and 27.3% said they “made other plans.”

“Employers do not give the time to attend seminars or trade shows,” writes one respondent. “We have to use vacation time to attend. In the past, employers would pay for employees to attend. Now, it comes out of our own pocket.”

While American Laundry News’ Wire survey presents a snapshot of the audience’s viewpoints at a particular moment, it should not be considered scientific. Subscribers to Wire e-mails—distributed twice weekly—are invited to participate in an industry survey each month. The survey is conducted online via a partner website, and is developed so it can be completed in less than 10 minutes.

All managers and administrators of institutional/OPL, cooperative, commercial and industrial laundries are encouraged to participate, as a greater number of responses will help to better define operator opinions and industry trends.

April 4, 2013

Fine-Tuning: Wash-Room Operations

ROANOKE, Va. — Certain universal principles apply to all washing equipment

ROANOKE, Va. — It seems that making the required adjustments in your laundry operation is a never-ending process. There are a number of variables to be considered when making periodic adjustments. With this in mind, I have decided to, over the next several months, discuss the factors and opportunities available to every manager in fine-tuning his or her operation.

Let’s look at the wash room. There are certain universal principles that apply to all washing equipment, whether it is a tunnel washer or a conventional washer-extractor. The first principle is deciding how big a load you wish to put into your washing machine. Sounds simple enough, but the answer can and should vary based on the type of linen you are washing and the moisture content of the linen to be washed.

To illustrate, I will use my operation’s tunnel washer. Its rated load capacity is 110 pounds per pocket, but if I were to fill each pocket with 110 pounds, I would be dramatically under-loading the tunnel. We wash micro-filament mops through our tunnel washer. Because of the moisture content in the soiled mops, we load each pocket to 165 pounds. This load easily fits into the extractor at the end of the tunnel, and the load comes out looking clean and smelling great.

There is a danger in putting too much linen into a tunnel-washer pocket. An overly large load will not come clean, and may not fit efficiently into the extractor at the end of the tunnel or may not come out at all. Anyone who has experienced a jam up inside the tunnel washer knows that it is something you want to avoid.

There is, however, a compelling reason to accurately determine the proper load size for each type of linen. We were able to increase our average load size from 100 pounds per pocket to 125 pounds per pocket. That is a 25% increase in output without adding time or additional equipment.

We wash a large amount of reusable barrier surgical linen that each day. This linen is made from 100% polyester fibers and weighs very little per piece. If I were to load this type of linen to 100% of normal capacity, the linen would be so tightly packed in the washing machine that water may not reach the center of the load.

The key to this type of linen is to have enough goods in the washer to provide good mechanical action and effective cleaning. Underloading the washer will cause the linen to float on the water’s surface; overloading will end up producing no mechanical action at all. We have found that a general rule of thumb is to start testing at 70% of rated capacity.

The most effective way to wash linen is to do it right the first time. The wash room is not an area where you want to try to save money. Poor-quality washing will result in unhappy customers, higher labor costs and higher linen-replacement costs. Since labor and linen represent two of the largest expenses in a linen rental plant or in-house laundry, we should focus our attention on managing these costs.

It is for this very reason that I personally despise the use of guaranteed cost-per-pound-of-linen wash-room chemicals contracts. I want to be able to exercise my managerial control and to dictate the quality level coming out of my wash process. I want to be able to reduce my labor and linen replacement costs.

Many fixed-cost-per-pound contracts end up using far too much chlorine bleach (extremely inexpensive) and less-than-desirable amounts of alkali and detergents. Instead of having a chemical representative trying to find ways to make a profit on his or her fixed-price contract, I want them spending time trying to keep my quality up, my replacement costs down, and my productivity high. I personally believe that these are two entirely different types of service and are mutually exclusive.

The next area to focus on in the wash room is turnaround time. How long does it take from the time a wash cycle is completed until the next load is started? This is extremely important for conventional washers but also should be looked at for tunnel washers (hold time).

We track turnaround time for every load on our conventional washers, and have found that having a place to unload the washer into “ready” and “waiting” helps reduce turnaround time. Having the next load prepared and ready to be loaded also reduces this time.

When we first starting looking at turnaround time, we found that we were not doing a good job when it came to processing traditional wet mops. Housekeeping was bagging the mops in plastic bags and sending them to the laundry. Our soil sorters set these bags to the side until there were enough for a wash load. The cart was then taken to the wash room where, after the washer was emptied, the wash person would slowly open each bag and place the mops into the washer. This system required 30 minutes to load the washer. By having the soil sorters remove the mops from the bags and sort only the mops into the carts, we were able to greatly reduce the amount of time it took to load the washer.

Running a tunnel washer faster than the dryers can handle the linen causes the tunnel to go on “hold.” To me, a tunnel on hold is wasted time. It is better to lengthen the tunnel wash time per pocket than to allow it to constantly go into a hold situation. Proper scheduling of the linen mix going through a tunnel can help keep the equipment running smoothly. Next time, I will discuss tunnel scheduling.

March 19, 2013

Scripps Health Extends Laundry/Linen Services Contract with Emerald Textiles

SAN DIEGO — Manages laundry services, linen supplies for five acute-care hospital campuses and 23 outpatient clinics

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

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

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

March 7, 2013

The Fine Art of Fine-Tuning: Soil Sorting

ROANOKE, Va. — This area varies by laundry, and its process quality can have major impact on overall operation

ROANOKE, Va. — It seems that making the required adjustments in your laundry operation is a never-ending process. We must consider a number of variables as we make periodic adjustments to our operations. With this in mind, I have decided to discuss—over the course of the next several months—the factors and opportunities available to every manager in fine-tuning their operation.

First, let’s take a look at the soil-sort department. This area varies by laundry, and the quality of the process in this area can make a major impact on the overall operation. I guess the first decision to be made is whether we are going to sort the soiled linen or not.

It used to be a popular idea, both in Canada and the United States, to sort healthcare linen after it had been washed and decontaminated. I know of a number of laundries in both countries that have abandoned that idea in an effort to reduce chemical, labor and linen-replacement costs.

The purpose of sorting soiled linen is to remove trash and other foreign material before the linen is washed, and to facilitate the proper cleaning and handling of the linen through the laundry.

The larger the laundry, the greater the number of sorting classifications. Smaller laundries may mix all large dry items together, while large laundries will sort thermal blankets, bath blankets, knitted contour sheets and incontinent pads into separate classifications.

The more detailed the sort, the more the wash formula and the drying times can be customized for each individual product. (The ability to fine-tune a dryer formula will be considered in a future column.)

Ideally, linen should be handled as few as times as possible as it moves through the laundry. A thorough soil-sort process eliminates the need to sort the product after it has been washed and conditioned or dried.

For example, we use a soil-sort classification just for our white hospital bath towels. This allows the operator on the small-piece folder in the production area to quickly process the items without having to handle unrelated items. Once processed, the items are placed in stacks of 10 on a conveyor belt that moves through an automatic tie machine and then delivers the product to the cart make-up area.

Bath towels are only touched three times before they are ready to be packed for orders: during the soil-sort process, as they are fed into the small-piece folder and, finally, as they are put on the conveyor. This economy of effort leads to a highly efficient and effective laundry.

In reviewing the soil-sort area of the laundry, I will normally check the established classifications to determine if they still meet the needs of the laundry. I check to see how many times each must be handled before the product is ready to be placed in carts for delivery. This survey tells me if I need to add or subtract soil-sort classifications.

I will also review what percentage of my overall work volume is represented by each classification. I want to make sure that high-volume items receive the greatest amount of attention. I also use this information to make sure that all high-volume items are placed in appropriate positions along the soil-sort platform. Efficiency can be improved when high-volume items are placed in the best positions.

It is important to remember that the mix in your laundry will change over time. Your process requires periodic review to ensure that the underlying mix has not changed.

Review and re-evaluate production standards for this area during this fine-tuning process. Changes made in the number of classifications and the placement of each in the soil-sort area will impact an employee’s productivity. Being able to measure the impact of the changes and validate that you have improved your operation is a critical component in being a good manager.

Finally, assess the quality of your soil-sort process. How many items are showing up in the wrong category? A bath towel accidentally sorted into a load of white sheets will need to either be rewashed or gathered, dried and then routed to the appropriate finish area. The most economical way to process linen is to do it right the first time. Tracking the amount of linen that is incorrectly sorted can give you an ongoing measure of your soil-sort area’s effectiveness.

February 27, 2013

Mission Linen Expands Use of Natural Gas-Powered Trucks

SANTA BARBARA, Calif. — Company to use six CNG trucks in Morro Bay, Calif., and Phoenix to deliver linens, uniforms and restroom supplies

SANTA BARBARA, Calif. — After a successful pilot program here, Mission Linen Supply will soon begin using six CNG (compressed natural gas) trucks in Morro Bay, Calif., and Phoenix to deliver linens, uniforms and restroom supplies to customers, the company says.

CNG was one of several alternative fuels that Mission Linen Supply considered as it was seeking to increase its commitment to sustainability. During the pilot, the company was impressed by CNG’s reduced environmental impact compared to the threat caused by disposal of batteries used in hybrid applications.

The company worked with BAF Technologies, a provider of natural gas technology and conversion services, to equip trucks with the CNG system.

CNG-powered engines are capable of reducing NOx (nitrogen oxide) emissions by as much as 98%, thereby reducing smog, Mission Linen Supply says. They are also capable of reducing carcinogenic particulate matter by 99%. The overall reduction in greenhouse gas emissions will be 30% or greater, the company adds.

“Since we depend on trucks to conduct our business, we are committed to finding ways to increase fuel efficiency while reducing our carbon footprint,” says Don Bock, director of Risk Management for Mission Linen Supply. “We’re thrilled that we can have a positive impact on the environment and save money, making the case for other companies in our industry to follow suit.”

February 26, 2013

Sharps Pose Constant Threat to Soil Sorters, Others (Part 3)

CHICAGO — Input from equipment manufacturing, textile/uniform rental and commercial laundry sectors

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

steve hietpas Although not directly related to the manufacturing of commercial laundry equipment, for some of our customers this topic is a major concern. Professional laundry managers can do two things to help stem the flow of objects found in dirtied linens: an employee training program and, where applicable, conveniently placed containers for depositing razor-sharp objects.

In healthcare settings, a number of pointed objects—hypodermic needles, for example—are used on a regular basis. These needles, if left in soiled linens, are dangerous to professionals processing the laundry. By incorporating collection receptacles in or near every patient’s room, it makes disposing of these items properly more convenient and more likely. Coupled with a program to train staff of the importance of sharps disposal, laundry processing is much safer for all parties involved.

In the food and beverage industry, training again plays an integral role in reducing the amount of cutlery found within soiled linens. The awareness gleaned from training helps to protect those processing the linens and ensures the vast majority of utensils are available for patrons.

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

tom peplinski Sharp objects can be a safety concern to all those handling soiled linen. Each year, millions of workers suffer workplace injuries that could have been prevented. Approximately 30% of all workplace injuries involve cuts or lacerations, and about 70% of those injuries are to the hands or fingers.

Some practical steps can help minimize the risk of contact with sharp objects:

Include the issue of sharp objects in your hazards safety meeting
Post reminders that sharp objects may be present in soil area
Be sure that gloves (puncture-resistant, when possible) are worn
Be sure all personnel are trained in the procedures of handling soil
Have a clear, written policy and procedure covering first aid
Keep good housekeeping rules that include eliminating sharp objects and edges
When sharp items are found in soil, try to identify customers from which they came and inform them of the issue.
Post anti-sharp/anti-garbage posters at customer’s soil area
Offer to speak at customer’s safety meeting to address the potential problem
Inspect the area where the soil container is placed to see if there might be a safer area elsewhere
Inform all service personnel when sharps are found so they are aware of the risk

Finally, review past incidents/injuries involving cuts and lacerations. Have participants discuss the cause of the injuries and possible solutions as to how the worker or employer could have prevented them. Apply suggestions for improvements to your “Cuts and Abrasion” policy and procedures.

Commercial Laundry: Richard Warren, Linen King, Conway, Ark.

richard warren Laundries don’t put the sharps into the linen stream, and we can’t keep them out.

I find that infection control staffs at hospitals are embarrassed about the issue, so we need to be sensitive in our approach. I find them quite willing to work with a laundry that maintains a professional attitude toward what they perceive as their own problem. We certainly can’t be heavy-handed when we discuss this issue.

We have done some things physically that have practically pushed this problem into extinction. We contact the infection control people, our point of contact in the linen department, and the linen committee to talk about how to keep the sharps out. They need to know where the offending item came from, so we help by taking a picture of the item. Sometimes it’s identifiable. If the discovery is made in the sorting department, we make note of the specific carts we are working with at the time. We e-mail all this information to personnel at the hospital so they have something to work with. Calling them to complain just keeps the adversarial relationship alive.

Not all hospitals recognize the urgency of the situation, but those that do have shown a dramatic decrease in incidents. We apply the same procedure to all manner of rogue hospital items, some of obvious value. Any customer would appreciate that attention.

There are commercially manufactured machines that “scan” the soiled laundry for foreign objects, and are used at the point of linen collection. I don’t have any first-hand knowledge regarding their effectiveness.

February 25, 2013

General Linen Service Co. Expands with Fourth Service Center

SOMERSWORTH, N.H. — Company opens latest service center in Smithfield, R.I., creating 10 jobs

SOMERSWORTH, N.H. — General Linen Service Co. has opened its latest service center, located at 25 Thurber Blvd., Smithfield, RI 03297. The company has created 10 new jobs initially, with plans to double that this year.

“To better serve the needs of our customers in south/central Massachusetts, Connecticut and Rhode Island, we are pleased to announce the opening of our fourth service center,” says Chris DeSaulnier, vice president and chief operating office. “With the loyalty and support of our customers, we have continued to grow and expand, and this expansion will allow us to provide increased service coverage and support for our southern New England customer base.”

General Linen Service Co. currently serves more than 3,900 hospitality and healthcare customers in Maine, New Hampshire, Vermont, Massachusetts and Connecticut from its four New England locations. The new service center, managed by Mike Duffy, will service existing and new customers in southern Massachusetts, Rhode Island and Connecticut.

February 21, 2013

Sharps Pose Constant Threat to Soil Sorters, Others (Part 2)

CHICAGO — Input from consulting services and uniforms/workwear manufacturing sectors

Consulting Services: David Bernstein, Turn-Key Industrial Engineering Services, Charlottesville, Va.

david bernstein You owe a duty to your employees to ensure a safe work environment and to minimize or eliminate exposure to hazards on the job. At the same time, you have a duty to your customers to ensure their textiles are processed in an efficient, productive and timely manner.

Most people think of healthcare linen as the primary sharps concern because of the serious health issues that can arise from laundry workers being stuck by needles or cut by other sharp medical devices, but those of you who operate non-healthcare laundries should also be concerned with how the intrusion of these items can present a danger and affect the smooth flow of production through your plant.

Do all that you can to eliminate the intrusion of sharps into soiled linen before that linen reaches your loading dock. Your sales and service teams need to partner with customers to provide education for their management and employees so that they can put the proper controls in place. Taking the time when a new customer comes on board to provide training and education for their team can go a long way toward ensuring the safety of your workers and the uninterrupted flow of goods through your plant.

In the healthcare realm, work with your customers’ infection control and/or environmental departments to ensure that they are using safer medical devices with the latest engineering controls (e.g. sharps containers, needleless systems, self-sheathing needles, etc.). Some customers may initially resist adopting some of these devices based on cost, but having a frank conversation with them about the cost of each exposure may help them to come around.

Those of you processing industrial and non-healthcare linen should be having the same kind of ongoing dialogue with your customers, albeit from a slightly different angle. You may need to approach the topic from an economic perspective. Explain how a sharp knife can injure a production worker, how a fork can puncture the diaphragm of a press extractor and shut down your production (for hours or days), how a screwdriver can damage a washer-extractor or a dryer, etc.

Of course, any of you who run a laundry that processes food and beverage linen have also seen silverware and cooking tools end up in these facilities, and I would suggest that you explain how much money is being wasted on items that end up in your soil room rather than in their dishwashers.

Cultivate an attitude of zero tolerance toward the appearance of sharps in your customers’ soil. It has become common practice in healthcare laundries to, as a part of a written exposure plan, log the appearance of sharps and other foreign objects in soiled laundry and provide a monthly report to your customers. I would argue that you should take this practice further.

Work with your team and your customers’ risk management and infection control departments to develop a list of priority items that, if found among your linen, trigger an immediate call to the customer and an investigation into how the item got into your soil room.

Some laundries charge customers for each foreign item found among their soil, with higher amounts charged for more dangerous items. This type of negative reinforcement can turn a customer off of your service, so I recommend taking a more positive approach. Reward employees who find, report and properly handle sharps, and consider an annual award to those customers who eliminate or reduce the number of sharps and other foreign items sent to your laundry.

In many laundry processing facilities, soil-sort workers are considered the first line of defense against the intrusion of sharps and other foreign objects. With time, constant vigilance, strict monitoring of items that come into your laundry, and innovative partnering strategies, you should be able to achieve continuing reductions.

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

scott delin Numerous types of sicknesses can be contracted due to encounters with needles, surgical instruments, cutlery or more. Proactive communication between the laundry and healthcare facility is key to avoiding them.

Every time a laundry discovers sharps in the soiled linen, the occurrence should be documented and reported immediately to the healthcare facility. Prepare and present an incident report to the appropriate department. By physically showing the sharps that came back in the soiled linen, it might be possible to identify the specific department from where they came and prevent future occurrences.

Schedule ongoing educational sessions with individual departments as needed. In an effort to ensure that facilities properly dispose of sharps, laundries should provide their healthcare facilities with collection containers and proper signage at all collection points. These safety measures will result in a reduced amount of sharps coming back to laundry facilities in the soiled linen.

Check back Tuesday for the third and final part!

February 20, 2013

Faultless Healthcare Linen Expands Production Capacity Through New Facility

ST. LOUIS — Company considers challenge of taking on more business a “good problem”

ST. LOUIS — Companies face various challenges in a given year. But for Faultless Healthcare Linen, a Kansas City, Mo.-based healthcare textile laundry company, the challenge of taking on more business was considered a “good problem.”

So much so that the company’s “good problem” led to the opening of a new $12 million, 103,000-square-foot facility in St. Louis.

“We were awarded a significant amount of business from the Barnes-Jewish Christian (BJC) Healthcare System in St. Louis, and we needed to create more capacity to accommodate that business and to be able to continue to grow,” explains Faultless CEO Susan Witcher.

Located at 1615 N. 25^th Street, Faultless Linen’s newest facility opened its doors last summer, and has enabled the company to process 17 million pounds of healthcare textiles annually to date, serving 470 customer accounts, the company says.

The company reached out to Gerard O’Neill of American Laundry Systems to design the plant, after having worked with O’Neill on a previous facility.

“Having worked with Gerard on our last plant in 2005, we found him to be an excellent resource,” says Witcher. “His involvement facilitates an efficient process through every phase of the project, from plant design, RFPs and vendor selection, infrastructure, installation, through start-up.”

“The two primary focal points in the design were energy efficiency and production efficiency,” she adds.

Though the new facility has boosted the company’s production capacity, the road getting there was not easily travel.

“When we got all of this new business from BJC, we actually had to take on that business before we got the new plant opened up,” Witcher says.

The company had to employ double shifts at its 45,000-square-foot facility in the Soulard area of St. Louis to accommodate the business acquired from BJC. Once Faultless opened its new facility roughly four miles to the north, it was able to shut down a separate 18,000-square-foot plant in Soulard, and split the BJC business 50-50 between the remaining Soulard plant and the new laundry.

The new plant employs the use of various industry-familiar systems, and bears the same layout of Faultless’ existing facilities, according to Witcher. “In terms of the general design of the workflow, it’s very similar to our other plants. A lot of the systems that we’ve used in our other big plants in St. Louis, we designed into this one.”

For example, the facility utilizes an E-Tech monorail system for sort soiling; Milnor PulseFlow® tunnel (eight 250-pound modules); Chicago Dryer Co. finishing system that includes ironers, feeders and folders; Softrol garment sorting system; and Kemco process water system.

Considering the new facility’s technology and capacity, it’s brought a sense of ease for the staff—there are 110 full-time employees—regarding the overall production, Witcher says.

“From a quality-of-life perspective, everybody’s in a much better place because we’re running both plants seven days a week (through) 10-hour days, so everybody’s back on a normal schedule and (has) more room to move.”

The larger facility has an annual capacity of 43 million pounds, but only 40% is currently being utilized.

To fill its unused capacity, the company’s sales force is continually scoping out prospective clients, Witcher says, and even hosted an open house in early November to ensure that the company acquires new business to be able to take full advantage of its facility.

In addition to energy and production efficiency, one other priority for the company was to ensure the new plant met standards established by the Healthcare Laundry Accreditation Council (HLAC), which examined the facility in early January.

Because Faultless Linen’s other facilities are already HLAC-certified, the company has a “very clean understanding of the processes that are required, and the documentation that’s required,” Witcher says.

Much like the Soulard plant, a wall divides the new facility in two, where one side strictly processes soiled linen, while the other handles clean linen to be shipped out. Soiled linen is sorted into slings by type and washed hygienically with the proper pH. Once properly cleaned, linen is stacked onto clean delivery carts that have been sanitized through an automatic cart washer.

Meeting standards like these, in addition to training employees on proper procedures, are just some of the ways the company is ensuring it meets HLAC’s criteria, according to Witcher.

Achieving the HLAC accreditation is “entirely voluntary,” she notes, but represents an important “stamp of approval.”

“I think it speaks to our customers, and our potential customers, that we are committed to doing things the right way. … From an infection control standpoint, it is becoming increasingly important,” says Witcher, adding that the Association for periOperative Registered Nurses (AORN) recommends the practice of laundering surgical attire in an accredited facility.

With the new facility up and running, the company still has many goals in mind, according to Witcher. In addition to awaiting HLAC certification, the company is also pursuing the Hygienically Clean certification from the Textile Rental Services Association (TRSA).

With room for the business to grow, Witcher says she feels “excellent” about the facility going into the new year.

“While we’re not at peak productivity and energy efficiency at this point, over the next several months we would expect nothing but continued improvement in the performance of the operation,” she says.

February 11, 2013

Crothall Laundry Services Acquires Mayflower Textiles Plant

WAYNE, Pa. — Acquistion of Belcamp, Md., plant expands Crothall presence in Mid-Atlantic region

WAYNE, Pa. — Crothall Laundry Services, an operating division of Crothall Healthcare, reports it has acquired the Belcamp, Md., plant of Mayflower Textile Services, a provider of healthcare and hospitality linen services operating in the Mid-Atlantic region. The transaction was finalized in late December.

“We are excited to add this fine provider to our portfolio of laundry and linen services,” says Crothall Healthcare President Steve Carpenter. “Mayflower adds significant value with the reputation it has earned serving some very prestigious healthcare facilities. It will also provide another opportunity for savings to Crothall’s many customers in the Mid-Atlantic region.”

Mayflower has been operating for eight years under President and CEO Mukul Mehta. The 120 employees at its Belcamp plant provide textile services for customers across Maryland, Pennsylvania and New Jersey.

February 5, 2013

Healthcare Laundry in the Year 2033: Predictions

ROANOKE, Va. — Forty-year industry veteran Eric Frederick peers into the crystal ball

ROANOKE, Va. — I have been employed in the healthcare laundry market for more than 40 years, starting as a washman in a healthcare laundry in Salt Lake City, Utah, in June 1972. I have often marveled at the changes in the laundry industry over the past four decades. The industry has been unpredictable at times, but I have always found my work enjoyable and interesting.

In this month’s column, I project what the laundry industry will be like in 20 years. Now, I know my crystal ball is not perfect, and I claim no special ability to predict the future, but a little common sense can go a long way in predicting what might happen.

My expertise is in the area of healthcare textiles, so I will deal only with this segment of the business. There are four main areas that will affect our industry: national healthcare, environmental concerns, energy, and textiles.

NATIONAL HEALTHCARE EFFECTS

In the year 2033, the U.S. healthcare laundry market will look very much like the Canadian laundry market does today. The majority of U.S. healthcare will be controlled by the government through its single provider network. Because government is the major source of all revenue, it will be actively involved in helping to control costs on all levels.

Administrators have for years looked at linen service in a healthcare facility as an unavoidable cost. They have continually looked at ways to reduce the costs associated with this service by outsourcing to lower-cost providers, using contract management companies, limiting the number of items in the linen inventory, and re-introducing cost-effective reusable products.

Sometime between now and 2033, the politicians will focus on commercial laundries that want to make a profit off of sick people, and the inefficient in-house laundries, and make the decision government always makes: they can do it better. Just like Canada, the U.S. government will establish a network of healthcare authority laundries that will provide predictable-quality linen service to all healthcare facilities.

This move will probably happen at or near the point when the brain trust in Washington similarly takes over the food service programs at hospitals, moving the majority of food preparation to regional, off-site central kitchens.

The commercial laundry industry will, of course, fight this development, but in the end it will lose.

This development of government-operated central laundries will also eliminate all contract management business in the healthcare laundry market. A number of provider companies will find themselves in a position to sell their facility to the government or face owning a facility that has no customers.

ENVIRONMENTAL CONCERNS

The need to lessen our collective impact on the environment will continue to be heralded over the next 20 years. It will reach the point that all laundries will need to treat their wastewater and reuse it. (We currently reuse a little more than 50% of our water used in processing linen.) Over the next 20 years, substantial research-and-development dollars will be spent in all industries to make it possible for them to clean and reuse water. Once the technology is available, all laundries will be required to use it.

Similar improvements will be found in boilers, dryers and ironers, reducing our use of energy but forcing the industry to quickly utilize the newest technologies.

Government planners will mandate the use of reusable linen surgical packs and other items. Government-run laundries will make and sterilize surgical packs for use in the operating rooms. They will provide reusable underpads and isolation gowns. Every effort will be made to lessen the amount of trash that needs to go into a landfill. New fabrics will be developed that are easier to wash but present additional challenges in the finishing area. Some of these products may eliminate the need for ironers altogether (more on that later).

Washroom chemicals will need to be developed based on their ability to clean and their effect on the environment. All products will have to be biologically safe and have a minimal effect on the environment. This will require our universities to train a new breed of enviro-chemist. These chemists will understand how various chemical properties will affect the environment. Over the years, they will greatly expand our knowledge in this area, as we learn from our mistakes and get better at predicting the unintended consequences of our actions.

ENERGY

Environmental consequences will be the driving force behind our energy policies. The internal combustion engine will continue to be Public Enemy No. 1. To effectively reduce pollution from automobiles and trucks, the government will continue to allow oil prices to increase. The steady increase in fuel processing which will create higher gasoline and diesel prices will cause consumers and companies to reduce their use of these products. This reduction will be heralded as a major achievement for the environment.

Some companies will switch their vehicles over to natural gas, and this will help for a while. But the current excess supply of natural gas will quickly disappear and the government will move to limit fracking as an environmentally hazardous way to get this energy source.

This energy policy will affect the number and location of government-run central healthcare laundries. These plants will be designed to provide services to healthcare facilities in a well-defined geographic area. Gone will be the days of operating a depot in a far-off city! Distance and possible weather-related problems will determine the location of healthcare laundries. Gone will be the days of several laundries competing to serve the same geographic area. Each area will be carefully planned, and healthcare providers will find themselves assigned to the government-run laundry in their area. The government will do away with the VA laundry system.

Nursing homes and other non-acute care healthcare facilities will also be directed by the government into one of these government-controlled laundries. The power of the U.S. government will be based on the control it can exert as a single payer.

TEXTILES

It does not take a lot of imagination to see the development of a new line of products that will enhance the healing process and decrease bed sores. The current reimbursement system will penalize facilities for skin care problems that develop during a patient’s stay in a facility.

Recently, I have seen several linen items just coming to the market that have clinical proof of their success in this area. The washing and finishing requirements for these products are dramatically different from our traditional linen. Early prototypes do not require the use of an ironer to finish the sheets, and they dry much faster than traditional linens.

The driving force in this area will be the improved health of patients due to their use of this type of linen. I predict that healthcare facilities will demand that laundries provide these items despite being more expensive for the laundry to purchase and driving up the cost per use over traditional linen items. The added cost of treating in-hospital skin problems will make these higher linen costs seem like a small investment.

My favorite Star Trek movie calls the future the “undiscovered territory.” We are free to dream and make it whatever we want. It’s my belief that the forces I cite in this article will impact the laundry industry as described unless we do something to change the current course of human events. I happily leave those efforts to others.

January 30, 2013

White Plains Linen Expands Offerings Through New Alliance

PEEKSKILL, N.Y. — Agreement opens access to vast assortment of specialty linens

PEEKSKILL, N.Y. — White Plains Linen | LINENS à la Carte reports that a new alliance expands the product lines for specialty linens it can now offer.

The agreement with Total Table, a large special events linen company in the Northeast, provides White Plains Linen access to a vast assortment of inventory—it can now provide more than 1,200 new patterns and designs, it says—from a warehouse covering more than 30,000 square feet.

It presents the caterers, golf courses, country clubs, catering halls, hotels, corporations, etc., that White Plains Linen services with an opportunity to set themselves apart from competitors in terms of the linens they offer.

“White Plains Linen | LINENS à la Carte is extremely excited to offer our customers such a vast and beautiful selection of special-event linens,” says Mike Ritter, White Plains Linen general manager. “Our partnership with Total Table will help to enhance and strengthen the service we can provide.”

White Plains Linen President Bruce Botchman called the new venture “an arrangement that is conducive for all parties involved.”

“With this partnership, White Plains Linen and Total Table can now provide customers with the perfect blend of everyday, functional linens, as well as fanciful linens needed for special occasions,” says Ann Davis, president of Total Table.

The new product line is now accessible through the White Plains Linen | LINENS à la Carte Essentials catalog.

January 10, 2013

ALM Manager Series Webinar: Building a Successful Linen Quality Assurance Program