Content about New York

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.

February 19, 2013

Sharps Pose Constant Threat to Soil Sorters, Others

CHICAGO — Input from healthcare laundry, hotel/motel/resort laundry, and equipment/supply distribution sectors

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

judy murphy There is an increased risk of sharps exposure for laundry employees, especially for those who work in the soil-sort process. To help stem the flow of these items, and to keep the communication lines open with clinical staff, the laundry manager should meet regularly (at least quarterly) with nurse managers, surgery, emergency services, ambulance, etc., to help determine the root causes. This cooperative effort helps establish rapport with clinical staff while addressing legitimate concerns.

Most healthcare organizations have a PI (Performance Improvement) team and/or safety committee that looks at the various OSHA violations (both recordables and non-recordables). The laundry manager should volunteer to participate on this type of team so that these concerns can be voiced to the appropriate people and so that he/she can remain abreast of the efforts being made to address them.

Champion the use of safety devices and engineering controls designed to decrease the risk of employee exposure. Assist with the research and promotion of these efforts by utilizing resources (other laundry managers, industry standards, guidelines, etc.) to determine “best practice” policies and procedures that could be implemented in the facility.

There are circumstances (emergency “Code Blue” resuscitations, for example) that, due to their chaotic nature, increase the likelihood of sharps being lost in linens. Provide education/training to your laundry personnel in the proper shaking-out and separation of soiled linens. And be sure to include techniques on how to pick up sharps (i.e. utilizing tongs or other grasping devices) and dispose of them properly.

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

charles loelius Finding foreign objects in linens is not an uncommon occurrence. Trash, glass, dishes and cutlery are sometimes mistakenly and carelessly mixed in with the soiled linens by the end-users when gathering the linen for reprocessing. Healthcare linen poses the additional threat of bacterial and viral contamination from needles and scalpels.

Although my laundry processes hospitality linens, we observe universal precautions when detecting and handling sharps. Sharps, in our case, consist of cutlery and broken glass sent down the laundry chute in error by our end-user, the room attendants.

All incidents are documented, and the appropriate people are notified. All soil sorters wear proper protective equipment, including masks and puncture-resistant gloves. Broken glass is picked up with tongs or brush and dustpan and placed in a medically approved sharps container. This container is disposed of when three-quarters full.

The laundry maintains a log according to OSHA guidelines that lists the date and location of the incident as well as the type of sharp.

We have weekly meetings with the room attendants to provide details of the prior week’s foreign objects found in the linen. We seek to educate them on the danger that sharp objects pose to their co-workers.

We also seek feedback from the housekeeping team on ways to reduce the instances of foreign objects, particularly glasses, dishes and cutlery, which pose a safety hazard.

In the end, we stress regular communications to achieve buy-in from our end-users to reduce the problem with sharps. At the same time, the processes are in place to minimize the safety hazard should these mistakes continue.

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

bill bell I reached out to a few of my customers who are professional healthcare laundry managers and have decades of experience. They all shared that this problem never goes away. There are procedures in place to control exposure to sharps, but it is extremely difficult to eliminate them from making it to the laundry.

Metal detectors are too expensive and will not detect small needles in bulk linen. You would think that most instruments would be coming primarily from ambulance, emergency rooms and surgical, but that’s not the case. They simply come from everywhere in a facility.

By educating healthcare staff, the flow of sharps will significantly decrease. Most of the sharps on the patient care units have been eliminated or at least reduced by using tubing and needles with safety devices. Re-educating the infection control nurse at each property on a quarterly basis seems to work best.

Most healthcare laundry facilities operating under pool linen or COG programs monitor each facility’s goods upon receipt for control of linen shortages, damage, etc., so anything more intensive than that wouldn’t be cost-effective. So, it’s all about education, education, education!

Check back Thursday for Part 2!

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 16, 2013

2013 Panel of Experts Ready to Answer Industry Questions (Part 2 of 3)

CHICAGO — Meet its representatives from the hotel/motel/resort, consulting services, and commercial laundry sectors

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

charles loelius First, it is an honor to be once again selected for this Panel (Editor’s Note: Charles served on the Panel in 2010), and I hope to continue to share the benefit of my experience with the readership of American Laundry News.

I have been in the commercial laundry industry for 30 years, having operated healthcare, hospitality and uniform plants throughout the United States. The laundries have ranged in size from 10 million to 40 million pounds annually, and have operated in both union and non-union environments.

I have a wealth of experience in production, distribution and service management, as well as budget preparation and financial analysis—skills honed during my seven years on Wall Street.

During the past nine years, I have concentrated on the hospitality side of laundry management, presently operating an OPL for Taj Hotels at the Pierre New York, as well as serving as a consultant for our sister property, Taj Boston.

I have served on the faculty of NYU, teaching laundry and dry cleaning operations as part of NYU’s Hospitality Management program. I also maintain several industry-recognized certifications in laundry, dry cleaning and linen management.

As director of Laundry Services for The Pierre New York, I am responsible for the day-to-day service, production, distribution, maintenance and procurement for this Five Diamond hotel’s laundry and dry cleaning operations.

During 2012, the laundry processed 2.5 million pieces of rooms and food-and-beverage linen, which represented a 23% increase over 2011. Additionally, it processed more than 350,000 pounds of garments during 2012, representing a year-to-year increase of 11%. Increases in productivity were achieved without any increase in expenses.

The biggest challenges I face at the Pierre today are similar to the challenges faced by the entire industry: providing the best possible products and services at the lowest possible cost.

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

david bernstein I am senior vice president of Turn-Key Industrial Engineering Services, a consulting firm that has been serving the laundry, healthcare and hospitality industries for nearly 15 years. We are an industrial engineering firm that designs, builds, retrofits and improves the processes and profitability of laundry facilities throughout the world, using professional design, lean manufacturing and project management techniques.

As our name implies, we perform these services “turn-key,” which means we can deliver a multitude of services, including facility design, RFP development, project management, process improvement and Lean Six Sigma implementation. Our team of Lean Six Sigma-certified engineers and consultants have extensive experience in the industry, and have helped our clients save money, labor and increase throughput, often without the need for added expense or equipment.

As the fourth generation of my family in this industry, I have a lifetime of experience and more than two decades of professional work in laundries, starting with my tenure as vice president and, later, president of Consolidated Laundry Machinery Co. I worked in all aspects of CLM’s manufacturing, sales and marketing of laundry machinery, and helped our customers with specification, layout, upgrades and improvements to their plants.

I moved into industry advocacy and education as the director of Plant Operations, Customer Service and Information Technology for the Uniform and Textile Services Association (UTSA). The industry was under close scrutiny by OSHA, Congress and safety regulators at that time, and I led the effort to create an industry-wide health and safety program that reached more than 65,000 employees in more than 1,000 plants nationwide, produced an industry-specific safety training DVD, and created a stronger, more positive relationship with OSHA and Congress for the industry.

Following UTSA’s merger with TRSA, I spent more than three years as the chief operating officer at F-MATIC, where I helped lead the development of several new sanitary supply products and product lines, improved and diversified the company’s international supply chain, reduced operating expenses and increased revenues.

I am a two-time past chairman of the UTSA Plant Operations Committee, a former member of the board of directors of the Western Textile Services Association, a long-time instructor at the industry’s Production Management Institute (PMI) and Maintenance Management Institute (MMI), and a recent addition to the faculty of the American Laundry and Linen College (ALLC). I am also honored to be among an elite group of industry leaders to have been named to the Plant Operations Hall of Fame.

I hold a bachelor’s degree from the University of California, San Diego, and live in Park City, Utah, with my wife and two daughters. I am an avid cyclist, skier, sailor and private pilot.

What challenged our clients in 2012 was the continuing difficult economy and the need to find ways to adapt. Laundries in all segments of our industry fought to increase productivity and safety, while dealing with ever-increasing costs of doing business, challenges from unions, and increased regulation. These challenges will no doubt continue in 2013 and beyond, and I expect my colleagues and I, both at Turn-Key and on the esteemed Panel of Experts, will increasingly be called upon to assist the industry with meeting them head-on.

Among Turn-Key’s accomplishments in 2012 were designing and breaking ground on a new healthcare laundry for a client in Florida, designing a new state-of-the-art hospitality laundry for a major international resort and entertainment firm, and helping numerous operators (both large and small) reap the financial and productivity benefits resulting from the implementation of process improvement and the application of Lean Six Sigma methodologies.

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

Richard Warren I work for Linen King, which owns laundries in several states. We provide COG (customer-owned goods) service, as well as linen rental to hospitals. I am the general manager of the facility in Conway, Ark. I have been here since Linen King acquired the facility from my previous employer in 2007, and am honored they kept me. I have worked at this facility since 1994.

Upon high school graduation, I had no idea what to do. Some said I had no clue. The first real job I had was in a shirt laundry. They must have liked me, because I was promoted to washman. It seemed like wherever I went, there was always a laundry that needed help, and I was fortunate to be able to provide that for them.

I got involved with an industrial laundry and learned a lot during the years I was with them. My production experience started in an industrial laundry. For several years, I owned a small group of leather and fur cleaning stores. For many years now, I have been in the healthcare laundry service, both OPL and commercial.

From time to time, I talk to people about careers in laundry. It certainly doesn’t sound like a sexy career, but it is a good industry, and is generally more stable than many other industries. There are also many companies that supply our industry with textiles, machinery and chemistry, so being involved with a laundry can be rewarding.

Our workers really enjoy coming to work, and reducing the big pile of unfinished linen. An hour or so later, that pile is ironed, folded, and looks, feels and smells nice, with the workers ready for another load. Frankly, it takes a while to learn the rhythm, but when it starts to work, it is fun.

Tuesday: Introductions to representatives of the chemicals supply, equipment manufacturing and uniforms/workwear manufacturing sectors...

January 10, 2013

International Hotel, Motel + Restaurant Show

To learn more, visit the show's website.

January 9, 2013

Hospital, Hotel Laundry/Linen Operations Feel Brunt of Superstorm Sandy (Part 2 of 2)

NEW YORK — Several laundry/linen operations recount flooding and destruction

NEW YORK — Superstorm Sandy flooded and crippled numerous hospital and hotel laundry operations when it struck the Northeast in late October.

Emergency preparedness planning made all the difference for the Hospital Central Services Cooperative (HCSC) Laundry, which consists of five plants and processes approximately 110 million pounds of linen for some 350 healthcare facilities in New York, New Jersey, Pennsylvania, Delaware and Maryland. The town of Asbury Park, N.J., where the laundry has its headquarters, was evacuated before the storm struck. The laundry lost power for a week.

“This was an unprecedented situation for us,” says Bill Moyer, vice president of Marketing Services for HCSC. “We had never had a plant out of service for a week. It was a worst-case scenario.”

HCSC management put its emergency preparedness plan into effect days before the storm struck, says Moyer. Linen conservation alerts were sent out to all healthcare linen customers, as they share a common linen inventory. Linen orders were escalated and prepared a day ahead of time. Linen volume was shared and produced by the laundry’s sister plants in Camden, N.J., Allentown, Pa., and Baltimore, Md. The laundry’s service suffered only “minimal” disruption, according to Moyer.

“The storm presented a logistical nightmare,” he says. “This was as bad as it gets. Fortunately, our other plants stepped up and picked up the slack. It took a tremendous amount of planning, a high level of teamwork and cooperation, and a good deal of patience by everyone concerned.”

He continues, “I can’t say enough about the importance of having backup capability in your system during a storm. I don’t know what we would’ve done without it. During the storm, our hospitals absorbed more patients who were evacuated from nursing homes. Their censuses were up.”

In the aftermath of the storm, some manufacturers and distributors of laundry machinery announced programs aimed at helping laundries replace equipment destroyed by Sandy.

Alliance Laundry Systems, Laundrylux and Dexter Laundry were among the companies that announced programs offering deferred payments and interest and no fees on equipment purchases made by qualified on-premise laundries. American Dryer Corp. stepped up its production to make certain enough laundry equipment would be readily available to customers during the recovery.

Alliance’s Hurricane Sandy Disaster Relief program allows owners to replace their damaged washers and dryers with no payments or interest for up to four months, no loan fees, and a cash allowance to assist with installation costs. Additionally, there is no prepayment penalty if customers choose to pay off their loan in full with reimbursement eventually received from FEMA or their insurer.

Alliance has made the program available to qualifying laundries in New York and New Jersey, but will review other situations and offer the finance program to other affected laundries on a case-by-case basis.

“The purpose of the program is to help laundries get back on their feet and start operating again, while they are sorting out their insurance claims,” says Bill Brooks, North American sales manager for UniMac, an Alliance company.

Under Laundrylux’s Disaster Recovery Program, qualified laundries purchasing Electrolux or Wascomat equipment can make no payments for up to six months and pay no interest for up to 12 months. All associated fees will be waived. The program is available in New York, New Jersey, Connecticut, Delaware, District of Columbia, Maryland, Massachusetts, North Carolina, Pennsylvania, Rhode Island, Virginia and West Virginia.

Dexter’s program offers qualifying laundry owners in the Hurricane Sandy-affected areas of New York and New Jersey the ability to purchase equipment for up to six months of no payments, with no origination or documentation fees, along with a special allowance for installation and start-up costs. Customers wishing to pay off their loan after recovery from their insurer or other agency will face no prepayment penalties.

January 8, 2013

Hospital, Hotel Laundry/Linen Operations Feel Brunt of Superstorm Sandy (Part 1 of 2)

NEW YORK — Several laundry/linen operations recount flooding and destruction

NEW YORK — Superstorm Sandy flooded and crippled numerous hospital and hotel laundry operations when it struck the Northeast in late October.

Several laundry and linen operations were destroyed by saltwater flooding and storm surges, caused by winds of 85 to 90 miles per hour, while numerous other operations were knocked out of service for weeks by power outages, due to overhead electrical lines downed by fallen trees.

A confluence of events, combining a tropical storm, a hurricane, and a high tide, caused by a full moon—some dubbed it the Perfect Storm—created a strong storm surge of 14 feet and left an estimated 102 people dead and caused an estimated $50 billion in property damage and lost business along the East Coast.

On the east side of Manhattan, flood waters from the East River traveled 600 feet and destroyed the laundry and research facilities in Hunter College’s Brookdale Health Science Center on East 25th Street. Salt water also flooded the dormitory in which 660 residents lived. Many of the campus’ programs will be relocated to Hunter College’s main campus on East 68 Street in Manhattan, according to Jennifer Raab, the college president.

The storm also shuttered the Veterans Administration (VA) Hospital on East 23th Street, Bellevue Hospital Center on East 27th Street, and New York University Langone Medical Center on East 32nd Street, all located on First Avenue, less than 1,000 feet from the East River. Three weeks later, the hospitals were still closed.

“The East River rose and flooded the basement and first floor and knocked out our electrical and heating systems and linen services,” says Thomas Johnson, a spokesman for the VA hospital in Manhattan. “It may be springtime before we can reopen again.”

In Somers Point, N.J., a popular Jersey shore resort town, the laundry in the Pier Four luxury hotel was flooded and destroyed by more than three feet of ocean water.

“We’re working hard to get back on our feet,” says Bill Wallace, the hotel owner.

Further down the shore, the storm forced the closing for four days of Atlantic City Linen, which services Atlantic City’s casino hotels. The city’s casino hotels closed during the storm.

In many cases, emergency preparedness and disaster plans, as well as backup generators, enabled laundries to maintain continuity of service. In other cases, however, backup generators were flooded, and the best-laid plans failed.

Riverview Medical Center, which sits on the Navesink River in Red Bank, N.J., revised and enhanced its disaster planning process following Tropical Storm Irene in August 2011, and “came out better because of it,” according to Tim Hogan, hospital president.

The hospital ordered extra supplies of linen and bedding, and an emergency response team set up storm barriers and stacked sand bags behind the hospital “to ward off substantial storm damage,” he says. When the river rose on Oct. 29, the barriers held.

In New York, once the storm knocked out power, backup generators were flooded and knocked out of service in both NYU Langone Medical Center, which has 800 beds, and Bellevue Hospital Center, the nation’s oldest continuously operating hospital, which has 828 beds. New York City officials were forced to evacuate both facilities and make arrangements to relocate patients to other city hospitals.

At this writing, Bellevue was still conducting an extensive clean-up and recovery effort, including pumping 17 million gallons of salt water out of its basement. On Nov. 19, the hospital began offering limited ambulatory primary care services for adult and pediatric patients. Bellevue may not resume accepting admissions before February, according to Ruth Hunt, a hospital spokeswoman.

The fuel tanks for NYU’s backup generator were also located in the basement of the hospital. Hospital engineers are still making assessments of the environmental damage caused by the mixture of salt water and diesel fuel from the tanks. Dr. Robert Grossman, the chief executive officer of NYU Langone, estimates the total cost of storm damage, clean up, rebuilding, and lost patient revenue for the medical center at $750 million to $1 billion.

In mid-November, the New York City Council voted to approve $500 million in emergency capital funding to make vital repairs to public schools and public hospitals damaged by Hurricane Sandy. The repair needs include structural restorations, new boilers, new electrical systems, roof repair, flood remediation and more.

Tomorrow: More on the storm aftermath and how some equipment makers have established programs to help affected laundries recover

January 2, 2013

TRSA Executive Roundtable - Hospitality (Hotel & Lodging)

TRSA Executive Roundtables offer an opportunity to network with colleagues serving similar markets to discuss operational and market-specific issues impacting major niches of the industry. Owners and top-level management from textile services operations are encouraged to participate in Roundtables to receive updates pertinent to their organizations' niches on issues related to sales, service, legislation, regulation, labor, safety, commodities and energy. Discussion may also address emerging industry standards, best practices, certifications, supply chain sourcing and other topics certain to foster constructive exchange of information critical to the future of hospitality (hotel & lodging) textile services operations and their public image.

January 2, 2013

TRSA Textiles Summit

Today’s textile product designers are challenged to produce the finished goods quality and consistency that launderers expect. End users want specialized fabrics, fit, colors and other custom attributes, pressing manufacturers to become more creative in meeting the needs of these target consumers with cost-effective decisions. TRSA’s Textiles Summit will examine the impact of the increasingly demanding marketplace and consider other issues to foster industry-wide solutions to manufacturing uniforms, linens and other products. Conclusions will drive TRSA programming such as best practices documentation, conference presentations, education/training, research/benchmarking and other resources.

December 27, 2012

Proving the Need for Capital Improvement in the Laundry

SYRACUSE, N.Y. — How does one justify to powers that be that now is time to address equipment and infrastructure needs?

SYRACUSE, N.Y. — Many would argue that now is the time to cut back on all expenditures for an operating laundry. However, if your facility has opportunities to improve its operating efficiencies and use of labor, to reduce its operating costs for energy and aqueous chemistry, or to significantly reduce its cost to sustain the operation, then there is a compelling argument in support of such an investment.

Those who have had a clear understanding of how they could improve their operating performance through investing in new technology or in re-tooling older facilities have been able to realize a sound return on their investment. These same companies in many cases leveraged a slightly less demanding time to allow them to cost effectively implement change and improvements without disrupting their service to clients. Because of their strategic decision to continue to invest in the continuous improvement needs of their operation, they now have a more efficient facility. This opens up new doors to further enhance the cost structure of their business.

On the other hand, there are organizations that have suspended their spending for maintenance, and cannibalized idled equipment in order to keep their cost structure as lean as possible. This approach will provide a short-term return, but typically results in a potentially exponential financial burden.

It is clear that we are not going to see an immediate economic recovery, but a rather gradual improvement over an extended period of time. In such an environment, needs only get worse or magnified if they are not addressed, resulting in a painful operating situation. This pain will take the form of reduced efficiency, inconsistent equipment and operations performance, reduced end-product quality or service rates, and quite possibly unplanned capital spending requirements.

So you may say this all makes sense, but how do I justify to the powers to be that now is the time to address equipment and infrastructure needs?

It all comes down to showing that any investment that is going to be made has a compelling ROI (return on investment) associated with it. No one will or should authorize spending without a logical ROI assigned to each financial transaction.

Typically, a ROI will take the form of one, or a combination, of five categories:

SUSTAINMENT OF CORE BUSINESS/REDUCTION OF OWNERSHIP COSTS

The bottom line here is that if you decide not to spend the money on improving your facility, it could result in your inability to sustain your core business, or in the rapid escalation of your operating costs to keep the plant running. Arguably, if you are at this stage, you are already suffering from a failure to continuously invest in the health of your operation.

ENERGY/AQUEOUS CHEMISTRY/WASTE REDUCTION

Depending on the vintage of equipment and facility you run, there may be an exceptional opportunity to harvest savings in each of these areas. Most of the plants that are being retooled today are realizing natural gas savings in the 25-35% range, electrical savings through the use of inverters and improved productivity, cutting their water usage by up to 60+%, and reducing their waste streams.

LABOR SAVINGS

In the washroom, there are opportunities to reduce “touch labor” by automating manual facilities. The larger savings target typically lies in the textile-finishing end, or in the material-handling areas of the plant. There are a host of dynamic solutions available on today’s market. This can allow plants to rid themselves of one-dimensional processing solutions, and eliminate non-value-adding touch labor.

EFFICIENCY/PRODUCTIVITY SAVINGS

If the capital investment allows for greater productivity, it will afford the business the ability to spread its fixed costs over a greater volume of products. This will improve profitability, and provide greater flexibility as it pertains to pricing as sales forces compete to retain, or secure new business.

QUALITY

This may take the form of reduced rewash, improved garment life, or enhanced end-product appearance. It may also result in improved employee morale. It can be argued that all are forms of productivity, but the quality metric is an important one that merits discrete attention.

Each of the areas noted can provide for a compelling argument to invest in your people, process, equipment and infrastructure.

In reality, owners and operators are not faced with a yes-or-no decision as it pertains to spending. More importantly, they are faced with the decision regarding how much spending is justified given the full review of the business’ commercial and operational performance.

A down economy can and does provide for a great opportunity to invest as long as it is done wisely. Those who do so will be prepared to take on new business, diversify their revenue streams, and weather a prolonged soft economy. Those who don’t may find the waters to be rough.

December 13, 2012

Laundry Industry Laments Lower Turnout at New York’s IHMRS

NEW YORK — Storm damage to laundries may drive demand for replacement machinery, textiles and chemicals well into 2013

NEW YORK — Manufacturers of laundry machinery, reusable textiles, and laundry chemicals encountered below-average attendance at the annual International Hotel, Motel + Restaurant Show (IHMRS) here Nov. 10-13, in the wake of Hurricane Sandy, which had battered the East Coast Oct. 29.

But the dark clouds carried within them a silver lining: Many exhibitors suggested the storm damage to laundries may drive demand for replacement machinery, textiles and chemicals well into 2013.

“Some laundries were able to function with generators, but other laundries were completely devastated,” says John Smith, regional sales manager for Speed Queen. “In the hospitality industry, it’s still too early to make an accurate assessment of the damages to laundries. But equipment replacement orders may lag into the spring. This storm could have an ongoing effect into the next year.”

He described floor traffic at the show as “slower than years past” and attributed the decline to the storm’s after-effects.

Total trade attendance at the show this year was unchanged from 2011 at 23,953. But the number of industry buyers totaled 15,082, down from 17,955 in 2011, according to Melissa Gray, a spokeswoman for the show’s management. “The hurricane definitely had an impact,” she adds.

However, among the hotel owners and operators who attended the show, there was strong interest in increasing efficiency in laundry operations to help hotels and motels become more profitable by reducing energy costs, according to Smith. For example, hotels can increase energy efficiency by reducing gas usage, beginning in the wash process. Using a washer-extractor equipped with a 200 G-force extraction speed can ensure optimal water removal from linens, which leads to reduced drying times, according to Smith. In addition, using a tumble dryer equipped to prevent over-drying further decreases gas costs.

Hotel owners and operators demonstrated strong interest in laundry controls capable of providing management with reports on productivity, according to Bill Brooks, North American sales manager for UniMac. The first day of the show produced little floor traffic, according to Brooks. But then the company experienced rising interest from small, independent hotel owners and representatives of larger chains, who are increasingly cost-conscious.

“Owners and operators understand that if you can measure your consumption, you can improve your utility, chemical and labor costs,” says Brooks.

He predicted that Hurricane Sandy will have “a big impact” on equipment replacement orders from hotels in 2013, because many laundries on the East Coast were flooded with salt water. Many of those laundries were located on lower floors or in basements, he noted.

“When hotels re-open for business, one of the first things they need is clean laundry,” says Brooks. “They have to do laundry, whether they salvage their equipment or replace it.”

Pellerin Milnor Corp., which shared a booth with Chicago Dryer Co., enjoyed “quality traffic” and generated “strong leads” at the show, according to John Rasimas, regional sales manager for Milnor.

Milnor exhibited a washer-extractor and washer, both with 60-pound capacities, while Chicago® exhibited its new maximum-speed version of its Air Chicago Express high-production small-piece folder. The new folder featuring a continuously running high-speed conveyor is designed to provide faster throughput in a narrower footprint.

“The first day of the show, Sunday, was very slow, but Monday produced some quality leads for us,” says Steve Hietpas, national sales manager for Maytag Commercial Laundry. “There was good interest from owner-operators of smaller hotel facilities of 100 rooms or less, both from the East Coast and the Caribbean.”

Cuddledown, a manufacturer of institutional bedding, pillows and comforters, came to the show “expecting it to be dead – the worst ever – because of Hurricane Sandy,” according to Ryan Scott, a hospitality sales associate for the Portland, Maine, company. “But it turned out to be much better than expected. We were very pleased, because hospitality represents the fastest-growing segment of our business these days.”

Greg Eubanks, group vice president of Hospitality Sales and Marketing for Standard Textile, echoed that experience. “We expected the show to be really slow,” he says. “But it’s turned out to be a pleasant surprise. It was much better than expected.”

Standard Textile exhibited its Todd-Avery Lenahan Collection of sheets, which are now in use in more than 40 J.W. Marriott hotel properties worldwide, according to Eubanks. The microfilament interior of the sheets provides durability, while the cotton surface provides comfort. The sheets are laundered with Tide products and delivered clean, fresh and ready-to-use out of the box.

Cintas Corp. teamed with fashion designer Jay Godfrey to present its Fashionable New Apparel Collection at the show, according to Dan Ambrosio, vice president of Global Lodging and Cruise for Cintas. The purpose of the partnership was to create a new line of stylish, distinctive and durable suiting for hotels.

Godfrey worked in collaboration with Cintas to create a distinctively contemporary black suiting collection for men and women. The collection consists of slim-fitting silhouettes with narrow lapels, high-notch collars, shell buttons wrapped in stainless steel and signature jacquard dot-lining with magenta piping.

W Hotels Worldwide debuted the new wardrobe in 28 North American properties and plans to expand it globally. Although the collection is now exclusive to W Hotels, it will become available to all hospitality organizations in early 2013, according to Ambrosio.

The Textile Rental Services Association (TRSA) exhibited to demonstrate how the services of TRSA members can reduce the carbon footprint and increase the profitability of hotel, motel and restaurant operations.

The association emphasized its new Clean Green certification, which provides third-party verification that the linens, napkins, tablecloths, garments and other reusable textiles obtained from TRSA-certified members are laundered in an environmentally friendly manner.

In meetings with textile services customers at the show, TRSA gathered market data to help drive future programming. For instance, attendees were asked for feedback on their experiences with contracting for linen services. Many smaller hotel and motel operators appeared to be unfamiliar with the outsourcing option, according to TRSA, and were directed to the association’s website to find a textile services provider.

Proctor & Gamble, the maker of Tide, had a busy second day at the show and enjoyed strong interest in its color-safe products, according to Greg Elmore, an account executive for the company.

Ecolab generated interest with its Aquanomic laundry products, designed for low-temperature washing to achieve energy savings of 30-40%, says Bob Makely, associate district manager.

The next edition of the IHMRS will convene again in New York in November 2013.

December 10, 2012

Workers United/SEIU Laundry Workers Ratify Master Contract

NEW YORK — The industrial laundry workers covered wash linen for New York’s hotels, hospitals and restaurants

NEW YORK — Industrial laundry workers who wash linen for New York’s hotels, hospitals and restaurants recently voted to ratify a new master contract among 14 laundries in the New York metro area, reports the Laundry, Distribution and Food Service Joint Board, Workers United/Service Employees International Union (SEIU).

The contract includes significant wage gains for laundry workers, a majority of whom are African-American women and Latina immigrants, and will also grant them continued free employer-paid individual medical, dental and vision insurance and a pension, the union says. Laundry workers will be part of one multi-employer contract, which sets the standards for a majority of laundries in the New York metro area.

Wilfredo Larancuent, regional manager of the Laundry, Distribution and Food Service Joint Board, Workers United/SEIU, says he’s proud of what the group has accomplished. “This contract makes real improvements for laundry workers and their families and continues to raise standards for the industry.”

Elected worker representatives from the laundries bargained the contract with employer representatives for more than a month, the group says. A strike vote was held at the laundries, but the contract was settled prior to the strike deadline.

December 5, 2012

Laundry Labor Union Elects Taylor President

NEW YORK — Known for leading union's largest affiliate, Local 226 in Las Vegas, also called the Culinary Workers’ Union

NEW YORK — The governing body of UNITE HERE recently elected D. Taylor as president. John Wilhelm, who had served as president since 2009, retired at the Nov. 29 meeting of the union’s General Executive Board.

UNITE HERE represents workers throughout the United States and Canada who work in the hotel, gaming, food service, manufacturing, textile, distribution, laundry, and airport industries.

Taylor leads UNITE HERE’s largest affiliate, Local 226 in Las Vegas (also called the Culinary Workers’ Union). Representing 60,000 workers, Local 226 is widely recognized for leading the transformation of hospitality jobs from low-wage, insecure work to stable, middle-class occupations, UNITE HERE says.

Taylor served as Local 226’s staff director from 1990 to 2002 and secretary-treasurer since 2002, and as general vice president of UNITE HERE since 2009.

Upon his election as president, he pledged to develop leadership among young people and people of color, and to expand the success of the union in Las Vegas to hospitality workers elsewhere.

“This is a tremendous honor, and a huge challenge,” Taylor says. “Our job is to fundamentally change the fate of workers in our industries. I’m optimistic that we can do that, but it’s going to require taking some real risks.”

Wilhelm was previously president of UNITE HERE’s Hospitality Division, and before that was president of HERE, one of the two unions that formed UNITE HERE in 2004.

“I am grateful beyond measure for the privilege of serving as this union’s president,” says Wilhelm. “We are blessed with terrific leadership, and it’s time for a new generation to lead us into the future.”

November 29, 2012

Electrolux/Wascomat Open House

Laundrylux continues to provide hands-on help to laundry owners with its end-of-year Open House at its corporate office in Inwood, N.Y. Current store owners can visit anytime between 11 a.m. and 4 p.m. to speak with Factory experts. Stay for lunch at noon and attend a retool seminar at 1 p.m. Attendees will learn how to increase their store profits and grow their business.

If you’re new to the industry, register for Laundrylux’s 6:30 p.m. New Investor Seminar where you will learn how to get started in the coin laundry business. Learn about the Electrolux brand and industry-leading, high-performance product line. Laundrylux also provides new store owners with store design, signage, and expert marketing support—quite unique in the industry.

End-of-year price specials and rebates on equipment will be available. “Touch and feel” the complete Electrolux and Wascomat product lines and learn about the revolutionary Crossover washer and dryer. Learn about investment tax credits, energy savings, increasing store profits, and more.

Plus, if your laundry was damaged by Hurricane Sandy, Laundrylux is offering a Disaster Recovery Program that includes no payments for up to 6 months, 0% interest for 12 months, and no advanced payments, application fees, or filing fees. This program is for Coin and On-premises laundry. Call today or plan to attend the show to learn more.

To register, call 866-971-1010.

November 7, 2012

Equipment Providers Offer Hurricane Sandy Relief Programs

INWOOD, N.Y., and RIPON, Wis. — Laundrylux and Alliance Laundry Systems offer deferred payments/interest and no fees on purchases made by qualified laundries

INWOOD, N.Y., and RIPON, Wis. — Superstorm Sandy impacted New York, New Jersey and other areas along the East Coast, causing catastrophic damage. At a time when laundries in those areas are assessing the disaster’s impact on them, some equipment providers are offering special recovery programs.

Laundrylux and Alliance Laundry Systems have each announced programs that offer deferred payments and interest and no fees on equipment purchases made by qualified on-premise and coin laundries.

Qualifying businesses purchasing Electrolux or Wascomat equipment under distributor Laundrylux’s Disaster Recovery Program can make no payments for up to six months and pay no interest for up to 12 months. All associated fees will be waived.

The program is available in Connecticut, Delaware, District of Columbia, Maryland, Massachusetts, New Jersey, New York, North Carolina, Pennsylvania, Rhode Island, Virginia or West Virginia. Interested parties should call Laundrylux at 800-645-2205 to learn more.

Alliance Laundry Systems’ Hurricane Sandy Disaster Relief program allows owners to replace their damaged washers and dryers with no payments or interest for up to four months, no loan fees, and a cash allowance to assist with installation costs. Additionally, there is no prepayment penalty if customers choose to pay off their loan in full with reimbursement they may eventually receive from FEMA or their insurer.

The program is available to qualifying businesses in New York and New Jersey, but Alliance Laundry says it will review other situations and offer the finance program to other affected businesses on a case-by-case basis.

Local owners who were impacted by the storm can contact Metropolitan Laundry Machinery (Huebsch distributor) at 800-214-9200 or 800-214-9300 in New York or 800-728-0001 in New Jersey, or Super Laundry (Speed Queen distributor) at 888-678-9274 in New York or 800-992-7269 in New Jersey for eligibility requirements and more details.

Sandy’s impact hits close to home for Laundrylux, based in Inwood, N.Y. “We have personally witnessed the devastation in the Northeast and mid-Atlantic states and our hearts go out to the millions of people affected by Hurricane Sandy,” says Laundrylux CEO Neal Milch. “Our families have been affected, too, so we understand personally what our customers are going through.”

Laundrylux says it is reaching out to distributors and customers to make it as affordable as possible for self-service laundry owners, as well as hotels, nursing homes, etc., to get the equipment they need right away.

“Laundries that are able to serve affected populations will be running at maximum capacity and as power is restored elsewhere, laundries may need to replace equipment destroyed by salt water,” says Milch. “We have inventory stockpiled for immediate shipment as needed.”

“Dealing with the aftermath of a storm of such epic proportions is incredibly challenging, and we want to help those in need get back to normal as soon as possible,” says Mike Schoeb, CEO of Alliance Laundry Systems. “We know the value a Laundromat provides a community, particularly when people are struggling with the kind of disruption this storm has caused. As the market leader, we are glad we are able to act quickly to help our customers.”

September 27, 2012

Hospitality Market Awaits NYC’s Annual ‘Show of Shows’

NEW YORK — Industry pros to witness latest products/services from 700-plus exhibitors

NEW YORK — Hospitality’s show of shows will take center stage here Nov. 10-13, drawing an estimated crowd of 25,000 industry professionals to witness the latest products and services from more than 700 exhibitors.

The 97th annual International Hotel, Motel + Restaurant Show® (IHMRS) will deliver a special focus on hotel food-and-beverage operations, the latest technology solutions, and a new “Ask the Experts” consultation program.

THE MARKET

The only hospitality marketplace of its kind, the IHMRS will offer a diverse cross-section of products and services spanning every facet of the industry, including food and beverage, furnishings, technology, equipment, linens, amenities, tableware, cleaning and more. The industry’s most influential buyers from hotels, casinos, resorts, restaurants, purchasing companies, hospitality design firms, corporate and healthcare institutions and more will attend to source the latest products.

“The IHMRS prides itself on providing an efficient and productive visit for all attendees, through a carefully organized show floor of spaces dedicated to specific areas,” says show manager Lynn White. “The Hotel F&B Zone, Technology Innovation Center, The New York Marketplace, and i.Menu Expo, for example, will offer easy access to products and services for buyers seeking these types of solutions. With so much to see and experience, our ‘show of shows’ format makes for an exciting walk through the aisles.”

MARKET HIGHLIGHTS

FCSI-The Americas “Ask the Experts” Consultations — The IHMRS has partnered with Foodservice Consultants Society International (FCSI) – The Americas to offer free 30-minute consultations with attending foodservice professionals. A panel of FCSI consultants will be on hand to discuss personalized solutions for front-of-the-house, back-of-the-house and management advisory issues.

Among the consultants scheduled to attend, Clevenger Frable LaVallee, Ricca Newmark Design and Cini-Little International offer experience in laundry and linen services. A free consultation can be requested at ihmrs.com.

Hotel F&B Zone — Exhibitors within this area will feature such products as bar equipment, beer, wine and spirits, breakfast foods, buffet ware and catering accessories, cooking equipment, china, glassware and flatware, coffee and tea, menus, software and technology, specialty food and beverages, table linens and uniforms.

i.Menu Expo — The i.Menu Expo will keep restaurant owners and operators ahead of the fast-paced world of apps. Hosted in partnership with i.Business Magazine, the i.Menu Expo will showcase developers of iPad and Android tablet apps, accessory manufacturers and hardware vendors.

Technology Innovation Center — This space will educate attendees about today’s must-have restaurant and hotel software and Internet-based solutions. There will be kiosks where buyers can experience cutting-edge advances, including the latest cloud technology, point-of-sale software, innovative customer recognition systems, tools to track and manage online customer reviews, and more.

The New York Marketplace — The latest in foodservice equipment, design, supply trends, and food and beverage will take center stage with the return of this show within a show. The 2012 Marketplace will offer cooking demonstrations, food samplings, wine and beverage tastings, and more.

New Jersey Restaurant Association Foodservice Arena — This returning area attracts thousands of restaurateurs from across the country and features such product categories as beverages, equipment, packaging, and table linens, as well as services such as architecture, design, construction and culinary schools.

EDUCATION

Featuring such annual sessions as the CEO Leadership Panel and U.S. Lodging Industry Summit Panel, the Hospitality Leadership Forum will draw a crowd of nearly 500 senior-level hospitality managers on Nov. 10. The pre-show conference also will feature a keynote luncheon with Anthony Melchiorri of the Travel Channel’s Hotel Impossible.

Following the keynote, breakout sessions will address such topics as B2B social media, reporting hotel carbon metrics, talent acquisition through social media, and allocating digital marketing resources.

Education continues on Nov. 11-12, with programs addressing ADA compliance, loss prevention, designing for the guest experience, guest satisfaction trends, and increasing top-line revenues.

BOUTIQUE DESIGN NEW YORK

Presenting an exhibit floor of 250 carefully edited suppliers of furniture, lighting, wall coverings, fabric, seating, accessories, artwork, carpet and flooring, materials, bath and spa, and tabletop, Boutique Design New York (BDNY) will once again co-locate with the IHMRS.

The Nov. 11-12 hospitality interiors fair will serve as inspiration for some 5,000 architects, purchasers and developers, in addition to owners and operators attending the IHMRS. An IHMRS attendee badge will allow entrance to BDNY.

REGISTRATION

Discounted advance registration for IHMRS and BDNY is available for $30 through Oct. 5, with the rate increasing to $50 after that date. Registration for either show offers admission to both markets.

Hospitality Leadership Forum registration is a separate fee of $139, which also includes admission to the IHMRS and BDNY.

Lodging, foodservice and design professionals can register online at ihmrs.com, where they can also review participating exhibitors, travel information and more.

September 19, 2012

New York State Industries for the Disabled Honors Bates Troy, Schrauger

ALBANY, N.Y. — 2012 Corporate Partner of the Year and Employee of the Year

ALBANY, N.Y. — Bates Troy Healthcare Linen Services , a Binghamton, N.Y.-based industrial laundry, and employee Stephen Schrauger were honored here Sept. 10 as New York State Industries for the Disabled (NYSID) 2012 Corporate Partner of the Year and Employee of the Year.

For more than 35 years, NYSID — a not-for-profit member agency organization — has met the purchasing needs of state and local government agencies while advancing employment for New Yorkers with disabilities. NYSID acts as a “virtual storefront” for a statewide network of 165 community rehabilitation agencies and private-sector business partners to employ skilled people with disabilities in production facilities and community-based jobs.

Bates Troy, a third-generation, family-owned industrial laundry and dry cleaner, has long been committed to employing a diverse workforce. Through a partnership with ACHIEVE and Country Valley Industries (CVI), individuals with disabilities in Broome and Tioga counties have had the opportunity to work on NYSID Preferred Source laundry contracts at the CVI production center in Johnson City and the Westside Binghamton Bates Troy facility since 2003.

“We are proud and honored to receive this distinguished award from NYSID,” says Ara Kradjian, Bates Troy’s chief operating officer. “Our partnership with them has been valued, fruitful and ongoing for a decade now, and it will continue.”

More than 100 Binghamton residents fold and process laundry each day for customers that include SUNY Upstate Medical University, nursing facilities, veterans’ homes and the Greater Binghamton Health center.

Schrauger recently celebrated a decade of working with the Bates Troy partnership. He takes great pride in helping the laundry satisfy its healthcare customers.

“I work on the bath blanket folder,” he says. “I really like my job. Thank you for the money. I like money. I’m going to buy a bike.”

September 12, 2012

Statewide Machinery is Newest IPSO OPL/Coin Distributor

ROCHESTER, N.Y. — Distribution rights cover 14 counties in New York and Pennsylvania

ROCHESTER, N.Y. — Statewide Machinery Inc. has secured the distribution rights for IPSO on-premise and coin laundry equipment in 14 counties located in New York state and Pennsylvania, the company reports.

The new territory allows Statewide Machinery to increase its distribution footprint, plus add a quality product line from Alliance Laundry Systems to its portfolio of equipment offerings, the company says.

Statewide Machinery distributes various brands of laundry and other equipment in 53 counties in Upstate New York and eight counties in northern Pennsylvania.

August 20, 2012

White Plains Linen Nearly Finished Consolidating Operation

PEEKSKILL, N.Y. — Once running at full capacity, operation will turn out 1 million pounds annually

PEEKSKILL, N.Y. — White Plains Linen has consolidated its current facilities, including two reconstructed buildings and 30,000 square feet of new construction, is transitioning into the new facility and expects to be fully operational by month’s end, the company reports. Once running at full capacity, the operation will turn out 1 million pounds of restaurant linens per week.

White Plains invested $6 million in construction and equipment. The project will drastically reduce its energy usage by 25% immediately; after converting the majority of gas-burning equipment to steam heat, the company’s carbon footprint will be reduced by 70% by the end of 2013. This steam heat will be purchased from an outside source that converts municipal waste to energy.

White Plains Linen began designing the cutting-edge facility in 2009 in an effort to reduce its environmental footprint, no small task for a large industrial laundry service. It has installed equipment to reclaim heat from wastewater and a system to cut water usage up to 60% by reusing clean rinse water and collecting and filtering an estimated 2.5 million gallons of rainwater annually, plus it’s put in a complex system of conveyors and monorails to streamline its operations.

“When planning the new facility, our goal was to correct all the inefficiencies of the past and to make our operations sustainable for decades to come,” says Leonard Labonia, vice president of operations. “Our new designs optimize every Btu and gallon of water. Automation and labor savings was the prime motivator for the project, but energy costs have always been the wild card. When trying to predict laundering costs for our customers, the energy savings and green aspects of the new facility have taken on a life of its own.”

The Peekskill Industrial Development Association (IDA) has provided tax and other considerations to give the new facility a home in its city.

August 8, 2012

Tingue, Brown & Co. Celebrates 110th Anniversary

SADDLE BROOK, N.J. — Laundry product supplier launched during industry’s infancy

SADDLE BROOK, N.J. — When William J. Tingue and William E. Brown formed Tingue, Brown & Co. in New York in 1902, the Yankees were still called the Baltimore Orioles, the first movie theater had just opened its doors, and paper dollars were still redeemed for gold at the U.S. Treasury.

Though much has changed in the 110 years since the company’s founding, the core values, the product innovations and the focus on service to the laundry industry remain staunchly the same, the company says.

Integrity, loyalty and ingenuity set a strong foundation that enabled many good people to thrive in and grow the company, according to David Tingue, fourth-generation CEO of the close-knit family-owned and -operated laundry product supplier.

“Frankly, we’re busy trying to focus on today, on one customer at a time, one laundry at a time and then at the end of the year, we realize another year has gone by and hopefully we can look back and feel proud of our efforts and the results,” says Tingue. “That we’re still doing this after 110 years is both humbling and gratifying.”

Originally launched offering specialty felts, aprons and accessories for ironers during the infancy of the commercial laundry industry, Tingue, Brown & Co. devised, developed and often patented a host of product innovations to suit the many flatwork ironers and other machines then coming on the market, earning renown for their quality and the expertise of its representatives.

That proven formula lives on today as “Team Tingue” continues to roll out new products that help laundries worldwide boost finish quality, reduce energy consumption and support safety programs, among other objectives, while providing expert, personal service and on-site installation.

“As long as we move forward with this level of knowledge, dedication and commitment to customer service, then I feel we’ll be prepared for whatever the next 110 years may bring,” Tingue says.

Tingue, Brown & Co. today also encompasses laundry cart manufacturer Meese Orbitron Dunne Co., Ashtabula, Ohio; and laundry machine parts and equipment manufacturer Talley Machinery, Greensboro, N.C., also founded in 1902.

July 18, 2012

Panel of Experts: Consider Impact Before Over/Under-Loading Equipment (Part 2 of 2)

CHICAGO — Input from equipment manufacturing, healthcare laundry and chemicals supply sectors

EQUIPMENT MANUFACTURING: KIM SHADY, LAUNDRYLUX CORP, NEW YORK, N.Y.

kim shady Loading capacity of washers and dryers is quite ambiguous. I was recently in a laboratory with multiple brands of washer-extractors. One of my objectives was to determine load size vs. rated capacity and the effects of under-loading.

The first laboratory result proved that based upon weight, you cannot load a washer beyond the rated capacity of the machine. In fact, it is difficult to place 50 pounds of dry terry cotton towels in a 60-pound washer. In nearly every machine tested, based upon weight, a machine will accept only 85% of the rated capacity. On some washers, because of the shape of the drum, only 75% is achievable. If you test poly/cotton sheets, the weight of the load is even less, as the polyester material has less weight for the amount of volume or space it takes in the wash wheel.

The lesson learned: Don’t expect the actual weight of a load to be equal to the rated capacity of the front-load washer-extractors.

The second laboratory test was to determine what happens when a small load (50% of capacity) is run in a washer. The results demonstrated the water used per actual pound of linen increased. Hence, it is more costly per pound to process. Also, the chemical dispenser did not know the load was smaller, again causing the cost per actual pound processed to increase.

Third result in the test was the washer’s ability to balance the load and advance the cycle to extraction. In some washers, there were multiple attempts to balance the load prior to extraction. This wasted time and water. In some cases, the washers never reached an acceptable balance level and the extraction speed was reduced, hence more residual moisture and longer drying times. As you can see, under-loading is expensive. And more loads per day must be processed, adding even more water, energy and labor costs.

We also tested load sizes in dryers. The objective was to determine drying time and energy cost for terry towels in a fully loaded, 60-pound-rated capacity washer in two different-sized dryers (capacities of 67 pounds and 83 pounds). The test results proved the larger dryer was faster and used less energy to dry the identical load.

At the end of the day, washers can’t be overloaded, while under-loading will significantly raise the cost per pound processed. Dryers can be overloaded, having the same effect on higher costs as under-loading washers.

At the end of the day, supervision and processes are critical. Unless, of course, the washers are smart enough to override human error!

HEALTHCARE LAUNDRY: SCOTT BEATON, KAISER PERMANENTE NORTHERN CALIFORNIA

scott beaton One of the most important variables affecting wash quality results is mechanical action. Much of the mechanical action controlled by the laundry is affected by loading practices within a given size and type of washer.

Washer loading is expressed as pounds of fabric per cubic foot of cylinder volume. Loading varies with fabric type and with machine type. Overloading and under-loading can affect soil removal and fabric strength and create excessive wrinkling. It can also influence the costs for labor, chemicals, water and energy.

In order to provide consistent standards, load factors are normally based on the weight of clean, dry fabric processed.

Overloading is not conducive to good laundry performance. Supplies cannot be distributed properly throughout the load, and the tightly packed condition of the textiles impedes dilution, lowers soil removal, and results in poor mechanical action.

Additional water levels per operation and longer rinses may be required to remove loose soil and chemical supplies remaining in the load. If these additional steps are not employed, loads may require rewashing.

Overloading of continuous batch tunnel washers may result in jamming up the machine and halting production. Under-loading also can result in poor performance due to less mechanical action and can lead to excessive costs.

Some fabrics must be under-loaded because of their bulk as compared to their weight. Garments containing polyester blends typically are loaded at 3.5 to 4.5 pounds per cubic foot to minimize wrinkling and provide for easier finishing.

All in all, load weights should be determined for each individual plant per machine by weighing soiled loads and comparing the soiled weight to the clean weight for the same load after processing. If proper soil sorting is being practiced, the ratio (soil weight/clean weight) should be consistent by classification/machine and need only be recalculated periodically.

CHEMICALS SUPPLY: MARLENE WILLIAMS, ANDERSON CHEMICAL CO., LITCHFIELD, MINN.

marlene williams Machine load sizes are designed to optimize machine performance, chemical use, fabric wear, and performance outcomes. There are prices to be paid for load sizes that vary widely from recommended protocols.

Under-loading of machines is largely a matter of wasted resources rather than performance outcomes. Running less-than-capacity loads results in additional loads needing to be run to accommodate total laundry weights. Waste in water (and expensive heated water), chemicals, and labor raise the cost per pound significantly when loads are not full.

Performance is typically not a problem when under-loading unless chemical use results in high foam generation during light loads. Extra foam can result in poor mechanical action with subsequent poor results. In front loaders, high foam levels can result in foam being forced into machine areas that are not typically rinsed. This foam residue, if not cleaned during special cleaning cycles, can provide food for bacteria and accompanying malodors.

Under-loading dryers can result in poor drying or no drying if dryer sensors do not recognize moisture amounts from small loads.

Overloading, on the other hand, is a self-defeating process. A myriad of problems results from overloading, including higher number of rejects, more rewash, lesser quality (lesser soil removal), and setting of stains.

Negative selection, i.e. removal of some stains while leaving other stains to be set in the dryer, is a function of overloading. Lack of mechanical action results in soils not being put into solution and carried away from fabric, excessive fabric wear in some areas of the machine as fabric does not move, and problems with inadequate dilution of chemical resulting in over/under-dosing of chemistry depending on overload dynamics.

Add more labor, chemical, water and time to rewash problem fabric and it becomes clear that running standard load sizes optimizes the laundry process.

Click here for Part 1!

June 27, 2012

Blue Wolf Wins Small Market Deal Award for HLS Investment

NEW YORK — Private equity firm affiliate created Healthcare Laundry Systems through acquisition

NEW YORK — Blue Wolf Capital Partners LLC, the New York-based private equity firm, won the 2011 Small Market Deal of the Year award from Buyouts Magazinefor its investment in former portfolio company Healthcare Laundry Systems.

An affiliate of Blue Wolf created HLS in November 2008 through the acquisition of the assets of Wheeling, Ill.-based Hospital Laundry Services. Today, HLS is the largest dedicated provider of healthcare laundry services in North America. Blue Wolf sold its interest in HLS to Crothall Services Group in March 2011.

The HLS investment was selected because it represents the compelling transformation of a captive subsidiary to a vibrant and growing independent company.

During the course of Blue Wolf’s ownership, the company more than doubled profitability, increased jobs by 50%, completed the acquisition of Rockford, Ill.-based Northern Illinois Hospital Services, and invested in technology and processes that reduced energy and water usage, as well as improved safety standards.

“Blue Wolf specializes in saving and improving small and mid-sized ‘old economy’ companies,” says Adam Blumenthal, managing partner. “We believe we can offer responsible investment solutions that build strong, profitable businesses while also being mindful of workers’ needs, corporate governance issues and environmental concerns. We are pleased to be recognized for our efforts to rebuild HLS.”

June 18, 2012

Congresswoman Visits N.Y. Healthcare Laundry

NEWBURGH, N.Y. — Discusses how government can facilitate small-business investment

NEWBURGH, N.Y. — Congresswoman Nan Hayworth (R-NY-19) recently visited Unitex Textile Rental Services’ facility here to meet local constituents and discuss how government can facilitate small-business investment to revitalize the economy.

Hayworth, who is also a doctor, toured the 4-year-old healthcare laundry—a member of the Textile Rental Services Association (TRSA)—that employs 220 local residents and processes more than 60 million pounds of rental hospital linens annually.

She met with Unitex Textile Rental Services President Michael Potack and Vice President of Sales & Marketing David Potack, as well as TRSA President & CEO Joseph Ricci to discuss issues impacting small business and the textile services industry. Their conversation focused on the importance of bi-partisan approaches to developing tax and energy policies that reduce uncertainty, encourage investment and create economic growth.

“Individuals, and the government, must take responsibility and demand accountability to ensure our policies work to improve our economy,” says Hayworth. “We must develop tax, energy and healthcare policies that reward market-driven solutions for companies that create value and invest in their local economy.”

“We need to encourage business investment, not hinder it with regulation, such as efforts to access our nation’s natural gas reserves,” says Michael Potack. “If we switched our 125 vehicles to natural gas, we could save nearly $30,000 per vehicle over a 5-7 year period, while reducing our carbon footprint significantly and reducing our dependency on foreign sources.”

The group also discussed the potential impact on business of pending Supreme Court decision on healthcare reform. Hayworth believes that regardless of the court’s decision, the healthcare system must become more market-driven based on “quality and cost of services.” She also applauded TRSA’s efforts to quantify hygienically clean linen and sustainability as efforts to “self-regulate and demonstrate value.”

April 30, 2012

Career Track: Companies Announce New Hires, Promotions

CHICAGO — Kannegiesser, Braun, others report personnel moves

KANNEGIESSER PROMOTES HART TO EXECUTIVE VICE PRESIDENT

GRAND PRAIRIE, Texas — The owner of Herbert Kannegiesser GmbH recently promoted Phil Hart to executive vice president of Kannegiesser USA.

Phil Hart During the company’s recent Canadian sales meeting, owner Martin Kannegiesser announced that Hart’s role in the company will expand, moving him into supervisory positions with different departments, while continuing to be responsible for the company’s daily operations.

Hart joined Kannegiesser USA in 2004 as vice president of marketing, bringing with him more than 10 years of industry and product experience.

TURN-KEY INDUSTRIAL ENGINEERING HIRES BERNSTEIN AS SENIOR VP

CHARLOTTESVILLE, Va. — A veteran of the textile industry, David Bernstein recently joined Turn-Key Industrial Engineering Services as senior vice president. Bernstein’s role will be in business development, consulting, and adding new services to the firm’s lineup.

david bernstein The fourth generation of his family in the textile rental industry, Bernstein brings a unique perspective and a diverse work résumé to his new position. He has more than 20 years experience, including stints as president of Consolidated Laundry Machinery Co., as director of the Uniform and Textile Services Association (UTSA), and as chief operating officer of F-MATIC.

“All of us at Turn-Key are ecstatic to be welcoming David as a member of our team,” says Chip Malboeuf, Turn-Key president. “His experience, skill set, intelligence and enthusiasm for the industry will not only enhance our current offering, but will also allow us to provide our clients with additional services to increase their revenue and improve their operations.”

In addition to his professional experience, Bernstein is two-time chair of the UTSA Plant Operations Committee, an inductee into the Plant Operations Hall of Fame, an instructor and task force member for the Production Management Institute (PMI) and Maintenance Management Institute (MMI), and a former member of the board of directors of the Western Textile Services Association (WTSA). He resides in Park City, Utah.

TINGUE, BROWN & CO. PROMOTES LAVIGNA TO PURCHASING DIRECTOR

SADDLE BROOK, N.J. — Paul LaVigna has been promoted to the role of purchasing director for the TB division of laundry industry supplier Tingue, Brown & Co. He will work out of TB’s satellite office in Clifton Park, N.Y.

paul lavigna LaVigna brings extensive experience to his new role, much of it gained through his years with the U.S. Army, where he was a procurement and logistics officer. More recently, he was an operations manager for a nationwide retailer. He has been in corporate operations with TB since August 2010.

A graduate of the U.S. Military Academy at West Point, LaVigna lives in Saratoga Springs, N.Y., with his wife and two children.

“I am grateful for the opportunity this new position provides,” LaVigna says, “and I look forward to working with all of Tingue, Brown’s partners in the laundry industry.”

VENUS GROUP HIRES INDUSTRY VET MCBRIDE AS SALES MANAGER

FOOTHILL RANCH, Calif. — Venus Group has a new Midwest regional sales manager. With more than 30 years of industry experience, Mike McBride is now responsible for the textile company’s sales and growth efforts in the Midwest.

mike mcbride His diverse résumé has allowed him to meet many Midwest dry cleaners and laundry owners as well as people with national textile chains. He started with Procter & Gamble as a field representative and trainer, then moved to Cleaners Hangers Co. as a sales representative. His most recent post with Cleaners Hangers was as vice president of sales and marketing.

McBride earned a degree from the University of Notre Dame, where he was also a member of the 1973 NCAA national champion football team.

G.A. BRAUN ADDS SLETTE TO FINISHING EQUIPMENT TEAM

SYRACUSE, N.Y. —The G.A. Braun Finishing Equipment Engineering Team has a new member. Matt Slette brings to the product development team a diverse experience in modeling components in 3D and developing 2D working drawings, bill of materials, and assemblies for production, Braun says.

Slette graduated with a degree in mechanical engineering technology from California Polytechnic State University. He is based at Braun’s corporate headquarters in Syracuse.

April 18, 2012

Panel of Experts: Boosting Laundry Energy Efficiency and Water Conservation (Part 2 of 2)

CHICAGO — Input from chemicals supply, equipment manufacturing and uniforms/workwear manufacturing sectors

CHEMICALS SUPPLY: MARLENE WILLIAMS, ANDERSON CHEMICAL CO., LITCHFIELD, MINN.

This well-designed question recognizes that optimization of laundry programs and procedures, as well as incorporating new technology options, can facilitate a laundry marlene williams manager’s efforts to improve energy efficiency and water conservation. From the chemical supplier’s standpoint, there are two major sources of help available today.

First, technology (proprietary software) to analyze a laundry operation is a strong tool for chemical representatives and laundry managers. A knowledgeable chemical representative can provide valuable assistance with this type of computer analysis, improving not only energy efficiency and water consumption but also creating savings in all areas of program expense.

Secondly, a knowledgeable review of laundry facilities with improved practices and procedures can provide major economies for no additional cost. John White, an industry expert with 35 years of laundry experience, offers a number of valuable tactics:

Work with a knowledgeable chemical supplies representative; this should be your starting point. Experienced reps can help you because they work with many different operators and will be able to give you ideas for savings, ideas that are working for others.
If you’re still using “old school” washing techniques (180-degree water, lots of alkali and bleach, long cycles, lots of rinsing, etc.), be aware that chemistry has dramatically changed. Talk to your rep about low-temperature washing. Consider enzyme washing, allowing for lower wash and bleaching temperatures. Your supplier should be bringing these innovations to you for your consideration.
Replace one rinse step in all your cycles with a medium-speed extract. This will save one high-fill for every load of laundry you process, and, over time, can result in thousands of gallons of water—much of it hot—saved.
Understand the relationship between pH and temperature in the bleach bath. A good rep will be able to set your cycles up to bleach in much lower temperatures by lowering the pH of the bleach bath.
Lower your water levels 1 inch when washing/bleaching, and 2 inches when rinsing. All water levels are adjustable, and the good reps know how to do this. One inch less water in the wash step will not make any difference in quality, but due to the shape of the wash wheel, will save you up to 30% of the hot water you would otherwise use in a typical wash step (same for bleach step and 2 inches on rinse steps).
Focus on sorting laundry by soil load and staining. Unsorted linens must be washed according to the worst pieces. If unsorted, every load becomes a costly heavy-soil load.
Program cycles so that your final rinse temperature is between 115 and 120 degrees (typically it is much lower). This means that the linens will be pre-heated (but not too hot to handle) when they go into the dryer. This will save about five minutes of dryer time/energy per load.
Don’t under-load washers or overload dryers. Weigh loads and follow the manufacturer’s recommendations.
Airflow is far more critical than temperature when it comes to dryer time. Clean lint screens after every load, and periodically have dryer vents professionally cleaned. Lint can easily clog dryer vents and choke off 80% or more of your airflow.
Finally, most dryers can be retrofitted with flue sensors that will shut the dryer down when the load is dry, saving on energy and fabric damage.

EQUIPMENT MANUFACTURING: KIM SHADY, LAUNDRYLUX CORP, NEW YORK, N.Y.

From the perspective of smaller OPL facilities, more new equipment applications have become available in the past several years than have been introduced in the past decade. I’ll break these energy savings into three kim shady categories: electricity, natural gas, and water.

Electricity — The amount of electricity used to operate an OPL washer or dryer may be less than 2 cents per load. There is very little reward for making improvements to electricity use. Evaluating cycle times in the washer could be one area for savings. Washers with higher extraction rates (G-force) can reduce drying times for more savings.

Natural Gas — Assuming natural gas is your heat source for a dryer, ironer or water heater, this is your largest utility cost. To evaluate areas to trim costs, start with your water heater/boiler. There have been many improvements in efficiency, so is your unit outdated? Could reducing water temperature by 5 or 10 degrees make a difference on an annual basis?

The traditional 75-pound dryer in small OPL facilities has gone through significant energy updates in the past few years. Several companies have slashed gas consumption by 20% through new, energy-efficient axial airflow designs that do not sacrifice drying time. This may be the biggest gain for energy efficiency in the past five years.

Also, the extraction rate has a major role in reducing dryer gas use. Upgrading from 100 to 300 G-force can cut drying time by 25-30%, along with similar amounts of natural gas.

Residual moisture controls are gaining popularity to save time and natural gas in the dryer. No longer does the drying time have to be input by hand. Residual moisture controls automate the process, while preventing the dryer from running past the point where linens are dry.

Large laundries have long understood the energy benefits of ironing vs. drying sheets. When ironing sheets properly, the amount of energy used to remove a pound of water is less than the amount a dryer would use to do the same. With new OPL ironers requiring just one person to feed, fold and stack, there can be energy savings, labor savings and huge improvements in quality.

Water — OPL washers are using newer digital technology to measure water levels, providing more precise control for each fill. This also allows the programmer to experiment with finding the optimum water levels and acceptable cleanliness quality. This experiment could bring surprising results in lower water use. Some washers are smart enough to adjust water levels based upon the linen load size, while at the same time adjusting chemical dosing to keep the ratio to water accurate.

Other water savings may be found with ozone systems. Ozone has proven to reduce water consumption and significantly reduce the need for hot water.

UNIFORMS/WORKWEAR MANUFACTURING: STEVE KALLENBACH, AMERICAN DAWN, LOS ANGELES, CALIF.

This is the central question surrounding one of the most important dynamics of the decade: “green” reusable textiles and related processing. My responses will relate mostly to energy and costs that directly impact textile-processing costs.

Energy — Over the past 15 years, our industry has reduced energy costs by more than 40% through the use of heat reclaimers, direct-fire water heaters, continuous batch washers (vs. washer-extractors vs. modular washer and extractor units), high-efficiency gas dryers (vs. steam dryers), as well as energy-friendly textiles.

Additionally, chemical companies and plant managers have worked together to find balanced formulations that assist in energy efficiency. An example of this might be in extraction. Once a washer-extractor achieves extraction speed, it is much more efficient to extract the textile a bit longer, if it reduces dryer time (gas usage) while still protecting textile life.

In some cases, textiles have been built to withstand more energy-efficient processing. In others (example: Signature table linen), fabric has been developed to wash cleaner at lower temperatures, thereby lowering energy costs and even processing time. The most recent textile improvement impacting energy efficiency is microfiber fabrics. They take much less time to dry, thereby reducing gas and electricity costs.

Laundry managers need to follow the best in class: 1) know the industry standards, 2) know your own plant’s performance, and 3) engage with your chemical and textile vendors to continually improve efficiency.

Water — Just like energy, our industry has reduced water usage by more than 40% through the use of water reclamation systems and better chemical formulations, soil sorting (to control the amount of rewash) and textiles.

Water reclamation systems reuse some of the last flushes of a formula as the first flush of the next load. Chemical formulation is a key to water efficiency. We put our chemical suppliers in the delicate position of keeping costs down while keeping our textiles clean. Many times, this balance is off, and some plants have a tendency to “over wash” certain textiles. Additionally, some textiles simply clean better, due to raw-material quality, fiber content, weave, topical soil release, etc.

Managers can discuss these issues with their textile and chemical suppliers, in order to choose the right product for the job. Just like energy efficiency, water conservation and efficiency should first be measured against the known industry standards, and managers should engage with their related suppliers to improve both formulation and textiles.

Technology — In all areas of conservation, support technology has improved drastically over the past 20 years. Retrofitting machinery to allow constant monitoring of efficiencies is now available, and the return on investment is sensible in most cases. Additionally, the industry has developed a number of major software packages that can assist managers in monitoring and managing their plant efficiencies.

Maintenance — Aside from education on standards and available efficiencies, the maintenance of equipment and support technology is more important now than ever before.

Plant maintenance managers of yesteryear were measured on downtime of equipment related to production flow. While this will remain the platform for production flow efficiency, maintenance of the future will center more around equipment efficiencies, simply because they can now be monitored constantly.

For instance, in the past, if a drainpipe were open and leaking profusely, it might not be caught and your maintenance department might not focus on it because the equipment was running. In the future, the equipment must not only run, it must run efficiently, because a rightly upgraded and retrofitted wash machine will be able to “broadcast” the presence of an open/leaking drain to plant management.

Textiles — Great plant managers take a more active role in monitoring textile placement as it relates to efficiency, not only in wear-life (life-cycle) costing but also in choosing the right textile for the job.

A simple example of this is allowing a diesel engine mechanic to wear a lightly colored shirt. This textile choice leads to heavy-soil formulation and rewash. Enough of this textile misuse and plant efficiency is impacted.

Other plants overbuy cotton toweling, putting premium textiles into accounts that simply don’t return them. Because these products are typically heavier in content, the plant washes fewer of them per load, thereby lowering both energy and water efficiencies. In some cases, it’s better to put a standard-quality product into an account that needs just that.

Events

May 21, 2013

TRSA Executive Roundtable - Independent Industrial

May 22, 2013

TRSA Safety Summit

May 23, 2013

ALM Manager Series Webinar: Maintenance and Utilization Practices for Patient Safety Devices

May 23, 2013

TRSA Executive Roundtable - National Companies

May 30, 2013

ALM Technician Series Webinar: The Clean Facility

Content about New York

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

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

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

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

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

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

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

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

SUSTAINMENT OF CORE BUSINESS/REDUCTION OF OWNERSHIP COSTS

ENERGY/AQUEOUS CHEMISTRY/WASTE REDUCTION

LABOR SAVINGS

EFFICIENCY/PRODUCTIVITY SAVINGS

QUALITY

THE MARKET

MARKET HIGHLIGHTS

EDUCATION

BOUTIQUE DESIGN NEW YORK

REGISTRATION

EQUIPMENT MANUFACTURING: KIM SHADY, LAUNDRYLUX CORP, NEW YORK, N.Y.

HEALTHCARE LAUNDRY: SCOTT BEATON, KAISER PERMANENTE NORTHERN CALIFORNIA

CHEMICALS SUPPLY: MARLENE WILLIAMS, ANDERSON CHEMICAL CO., LITCHFIELD, MINN.

KANNEGIESSER PROMOTES HART TO EXECUTIVE VICE PRESIDENT

TURN-KEY INDUSTRIAL ENGINEERING HIRES BERNSTEIN AS SENIOR VP

TINGUE, BROWN & CO. PROMOTES LAVIGNA TO PURCHASING DIRECTOR

VENUS GROUP HIRES INDUSTRY VET MCBRIDE AS SALES MANAGER

G.A. BRAUN ADDS SLETTE TO FINISHING EQUIPMENT TEAM

CHEMICALS SUPPLY: MARLENE WILLIAMS, ANDERSON CHEMICAL CO., LITCHFIELD, MINN.

EQUIPMENT MANUFACTURING: KIM SHADY, LAUNDRYLUX CORP, NEW YORK, N.Y.

UNIFORMS/WORKWEAR MANUFACTURING: STEVE KALLENBACH, AMERICAN DAWN, LOS ANGELES, CALIF.

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