Share |

Content about Sarasota

September 22, 2011

“Our resort has upgraded its linens everywhere, from the guestrooms to the pool to the five-star restaurant. So, the pressure is on to clean, handle and store these goods so they give us the longest useful life possible. What advice can you give me about processing high-thread-count linens?”

“Our resort has upgraded its linens everywhere, from the guestrooms to the pool to the five-star restaurant. So, the pressure is on to clean, handle and store these goods so they give us the longest useful life possible. What advice can you give me about processing high-thread-count linens?”

Commercial Laundry: Rick Rone, Laundry Plus, Sarasota, Fla.

The best advice that I can offer is to follow the manufacturer’s guidelines. The next best source of assistance would probably be your chemical supplier. It should be able to offer the appropriate details for the wash and dry cycles with an eye toward cleanliness as well as life expectancy.

rick roneIn general, as the thread count goes up, you usually need a higher water temperature to open the fibers and release any soil or stains. Some people believe that you can accomplish the same thing with raising the pH level. I am not a big fan of this method, because I believe it contributes to a shorter life cycle. I am not saying it doesn’t work, but there are better ways to accomplish the same goal.

I will presume that you know the four parts of the washing equation. If available, you might try a longer formula or hotter water. We always try to use the minimum amount of chemicals, but not just due to the cost. Since we process only customer-owned goods (COG), we believe that part of our responsibility is to help our customers get the longest life expectancy (number of wash cycles) from their bed and bath linens.

The next area to review would be the extract cycle. Whether your machinery utilizes centrifugal extraction or the press method, faster or greater pressure is not necessarily best. You need to be ready to admit to yourself, as well as your supervisor, that this new material is going to take longer, and therefore cost more, to correctly process than the old (lower thread count) linens.

Higher-thread-count linens will usually finish better if sent to the iron with higher moisture content. Since the question is specifically about higher-thread-count linens, I will address the flat goods only.

Ironing of your new linens can and probably will be a whole new ballgame. Let’s review the factors that affect output and quality: ironing temperature, speed of line, roll pressure, type of pad, adjustment of each roll speed, type of tape being used, and, finally, folding method (air blast or blade). Since the moisture level might be higher, you can either run the iron more slowly or turn up the temperature and maintain current speed. I support the theory that slower is better. We would rather lose production than compromise quality.

Next, I would look at roll pressure. Generally, the higher the pressure, the shorter the life of the pad/pads. This can be balanced with the correct pad thickness as well as proper material. If your iron is a multi-roll unit, and if each roll is inverter-driven, you should properly synchronize the speed of each roll individually so as to obtain the correct pull of each roll away from the previous one.

There are many types of iron tape available. Based on your choice of pad material, roll pressure and roll-speed synchronization, the tape you use will not leave unnecessary tape marks or pucker lines in your higher-thread-count linens.

I prefer the air-blast method of folding. Unfortunately, as the thread count—and therefore weight and thickness—increases, so to does the need for a blade to assist in the proper folding. As long as the blade is properly maintained, it will be a valuable tool.

Be prepared to accept that the whole process will take longer and cost a little more, but the finished product will be better and should last longer.

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

Managers new to processing high-thread-count linens must first understand that high thread count does not equate to more durability. In fact, the opposite is true.

chuck andersonThread count is simply the number of threads per square inch of fabric. These consist of vertical threads (warp) and horizontal threads (weft) woven together. To achieve a higher thread count, thinner threads are packed into the same square inch of fabric with a tighter weave. These smaller threads with a tighter, less flexible weave produce a more delicate fabric.

The most important step after purchasing new linens is to wash them thoroughly to remove vat dyes and sizing used in the manufacturing processes. If these chemicals are not removed before finishing, yellowing can occur, which will take several rewashes to remove (in some cases). These chemicals can also produce allergic reactions in some guests.

High-thread-count linens are expensive, and you want to make sure ownership has provided you with enough product. Resorts should have a minimum of three pars: one par in the room, one par being processed, and one par on the shelf. It is important that linen “rest” on shelves for 24 hours after laundering, because many types of linens are more easily damaged right after washing; this also enhances the flat-dry appearance.

Take a look at your equipment. If processing with a tunnel washer, you will need to add a program to your press for these more delicate fabrics. Specifically, to prevent hydro-burst in sheets, the press should be set to ramp to a membrane pressure of no more than 15-20 bars.

Adjust washer cylinder speeds, water levels, chemical concentrations, temperatures and process times to achieve high quality with reduced mechanical damage and chemical degradation.

Check inside of wash cylinders and around doors for snags. One method is to run an old pair of pantyhose along the inside. The material will snag on any burrs or imperfections.

For good mechanical action when washing napery, load the wash wheel to this capacity, depending on type: full drop — 90%, split pocket — 75%, Y-pocket — 65%.

Dryers should be in top shape and preferably have humidity controls. Make sure to set adequate cool-down time, and do not over-dry.

Check speed and tension on spreader-feeders using one sample test sheet; do not destroy multiple sheets before you realize you have an issue. Replace ironer padding and roll covers if worn or ripped to reduce mechanical abrasion. Make sure cleaning/waxing is on a routine schedule. Control chest temperature at 310-325 F. These heavier, larger linens are going to require slower processing.

It is important to educate banquet staff, pool attendees, servers, housekeeping and any other resort personnel who come into contact with these high-end linens about their cost and proper handling.

Each department should have proper soil carts or bins so that linen does not sit on the floor. These carts should be cleaned regularly and checked frequently for protrusions that could snag or tear linen. Besides sorting linen into normal classifications such as towels, sheets, pillowcases, etc., goods should be sorted by degree of soiling. This will eliminate over-processing and prevent unnecessary wear.

Click here for Part 1.
Click here for Part 2.

August 31, 2011

“Equipment, chemicals, etc., play a huge part in our laundry’s success, but our most important asset is our people. We have to work well as a team. In what ways can I improve my team-building skills and learn how to spot trouble that could drag down staff morale and curtail production?”

“Equipment, chemicals, etc., play a huge part in our laundry’s success, but our most important asset is our people. We have to work well as a team. In what ways can I improve my team-building skills and learn how to spot trouble that could drag down staff morale and curtail production?”

Uniforms: Barb Herman, SanMar Corp., Issaquah, Wash.

It’s pretty clear that our industry does a good job building teamwork and morale on the sales and service side. But most companies typically don’t turn inward, toward their production and administrative staffs, to provide any real motivators for going beyond the call of duty or for building better production through true teamwork.

barb hermanWe treat people fairly and truly care, yes, but do we motivate and build a culture of efficiency from the inside out?

We as an industry spend a lot of effort and time “externally” branding and marketing our goods and services to our customers and prospects. But we don’t really spend any time doing the same for our internal staff.

If you were to give a plant tour today, could your department leaders explain to a prospect what you do in your laundering process that sets you apart from the competition? Can they state why, for instance, you might fold and bundle your shop and bar towels versus bagging them in bulk?

The word “teamwork” is defined as a cooperative or coordinated effort on the part of a group of persons acting together or in the interests of a common cause. The idea of giving your production and administrative staff “all the information” empowers them with more knowledge to connect the dots.

It makes them part of the success of your company and enables them to own their process. It makes what they do more important.

When you give meaning to people’s work, you enhance morale. And studies for decades have shown us that higher morale provides higher production, whether in quantity or quality.

The following is a recipe for success in team building from within our plants and offices:

  1. Make them part of the important, customer-centric decisions. If you make a change in the way you need to produce goods, such that it enhances your service, the production staff should be just as much a part of that decision or design process as the sales and service staffs.
  2. Make sure that your internal staff knows how you sell your products and services.
  3. When you have internal meetings, bring someone from sales and/or service, so that ideas can be exchanged from both perspectives. Build a culture that you are truly all working together. Do the same when you have external department meetings, by bringing production or office personnel to those meetings, and empowering them to take issues back to their respective “departments” to figure out solutions.
  4. Hold full staff “rap” sessions with your entire organization (or at least representatives from all departments). Create a 360-degree view. As a leader, it’s a must to provide and/or be the conduit that allows and enhances information flow in both directions.

When all of your teams know they have the 360 view, teamwork will be a natural result. It is when we compartmentalize and run departments in a vacuum that we don’t take advantage of the teamwork opportunity that exists in every company.

Teamwork starts from the top down and grows from the bottom up!

Commercial Laundry: Rick Rone, Laundry Plus, Sarasota, Fla.

Certain ideologies can be used based on the number of workers within a company, but respect is necessary no matter what the size.

rick roneKeep employees motivated. Motivation is not always associated with giving more money. Managers need to be smart about scheduling workers, making sure they get at least 40 hours a week and consider how many days they will need to complete the hours. Can they save a day of paying for childcare and/or transportation if you schedule them for four 10-hour days instead of five days or more with shorter shifts?

When there is not enough work, review your people. When possible, lay off the ones who are not performing well and let the others complete a full-time schedule. Keeping the right people will maintain your production levels.

The employer can help employees in different ways. If a worker gives advance notice that he or she can’t report for work on a particular day, let them switch with another co-worker so they won’t lose hours.

Schedule employees who can carpool to work together on the same day so they can split the cost of gasoline.

Recognize the various nationalities in your laundry by doing something special on their holidays. Promote from within whenever possible.

Rotate workers to different workstations; this will prevent burnout while helping them gain experience in different areas, ultimately boosting production.

In the laundry industry, we encounter many different cultures and people who speak different languages. Workers can come from various foreign countries and primarily speak their native language, not English. People who are fluent in all languages spoken at your laundry must be available to prevent problems from happening due to miscommunication.

Communication issues will drastically affect production and quality. All employees should take comfort in knowing there is someone they can ask questions to better understand what they are supposed to do.

When you hire a new employee, make sure he or she has the right capabilities. Place new hires with more experienced employees so their work can be monitored in case they are not working up to standards (quality, speed, etc.) or a problem arises.

Managers must monitor production by piece or pound per hour and see that the workers are aware of these numbers and where they are with respect to standards. Consider an incentive if production goals are achieved.

Experience shows that employees will split off into different cliques or groups for various reasons, and this will affect your production and quality. Break up these groups, and make them understand that they need to work together. They work for the same company, and “groups” cannot be tolerated.

Understanding and accommodating your employees, and listening to their suggestions and ideas (hint: install a suggestion box) makes them feel important and part of the company.

Click here for Part 1.

Tomorrow: Answers from the textile/uniform rental, hotel/motel/resort laundry, and equipment/supplies distribution sectors…

July 19, 2011

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

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

Commercial Laundry: Rick Rone, Laundry Plus, Sarasota, Fla.

I would want to know first, what type of inspection and by whom. The best answer is that if you are doing things properly from the beginning, you will have no reason to panic. Focus instead on the various things that can be done prior to inspection.

There are numerous free resources available to assist in building, remodeling and maintaining a safe, clean facility.

rone-rick.jpgTraditionally, your workman’s compensation insurance carrier will be more than happy, if you ask them, for a courtesy inspection. It will review your complete facility and offer recommendations to make your plant a safer workplace environment.

This is extremely important, as it will show your carrier that you are indeed partnering with them on the safety of your employees, saving both of you time in lost labor as well as money.

Most of us have at least one steam boiler. Again, your insurance carrier (you should be carrying boiler insurance if you have this equipment) will be able to send a boiler inspector to your plant for a courtesy inspection before you get notice of a state or county inspection. Traditionally, you will also find your local fire department quite happy to provide a free inspection.

Additional avenues that can be explored include the complete visual and mechanical inspection of all machinery.

Are any machines utilizing temporary wiring (extension cords)? Are all emergency stops in proper working order? Are all chemicals in the correct storage containers, and are they in the proper location?

At this point, take a close look at your maintenance department. What about all the chemicals used? When maintenance is working on a specific piece on equipment, do you have a tag-out/lock-out procedure in place and is it being followed? Your ladders and other similar devices around your plant, are they in safe working order?

Do you have a contract with a local fire extinguisher company? Take a look at all your fire extinguishers. Have any been used and not refilled or replaced?

We all have carts around our plants. Are they blocking emergency exits?

There have been too many reports of workers in this industry getting severely injured or even killed. Major areas of concern should be those with the highest possibility of causing injury/death.

These are most of the areas that should be taken into consideration regularly, not just prior to a pending inspection. Safety needs to be a part of every employee’s job description.

Hotel/Motel/Resort Laundry: Phil Jones, Sheraton Vistana Resort, Orlando, Fla.

One of the best ways to prepare is to treat every day as if there will be an inspection. If you wait until you know an inspection will be happening soon, you will most likely miss the one thing the inspector looks for.

jones-phil.jpgOur facility has a standard operating manual given to all employees, covering all policies and procedures for each piece of equipment or area in which an employee may work. Information as simple as proper starting and stopping of machines is covered, including the locations of emergency stops. A key to an inspection may well be how an employee understands the operation and safety of a machine.

Our employees also go through an annual certification on safety that is documented for an inspector to review. The safety class is conducted both on a hotel-wide theme during their new-hire training and then on-site with our laundry trainer.

A key to passing an inspection is your partnership with maintenance mechanics. Our property requires a daily log of all work on equipment to verify maintenance and mechanical issues. This includes verifying that a piece of equipment has been properly locked out/tagged out. All mechanics must also be certified on safety on a yearly basis.

The final piece is to have your employees take ownership of the laundry as if it is their home away from home. Cleaning everything from the floors to wiping down the equipment is a way of life at our laundry. There is a sense of pride that exists when our operation is clean. We treat each day as if the president of our company will be visiting.

Consulting Services: David Chadsey, Capital Equipment Consulting, Winter Haven, Fla.

There are several different inspections that can occur throughout the year for a laundry operation. Understanding what the inspectors will be looking at and looking for is the key to being prepared.

Who is coming is central in understanding what areas of the operation will be inspected and at what level. Let’s take a look at what specific inspections might entail.

Corporate Supervisor: Environmental Services, Rooms Director

These are your own people. Unless there is a specific issue that is leading them to the laundry, these folks come in only when they have to.

chadsey-david.jpgYour immediate supervisor may be looking for production and cost reports, but typically these folks want a tour. Be prepared to show them the whole shebang, from mechanical room to loading dock.

Make sure engineering has plenty of notice. You want their shop area in order. If there is a piece of equipment in service or waiting for a part, put the panels and covers back on.

Don’t neglect the shipping area. These folks will recognize the packaging that arrives in their areas of responsibility. This is probably the only area of the laundry that is familiar to them. They love to see “their linen” staged and ready to ship.

If you are looking for capital dollars within the next budget year, this is an excellent opportunity to point out where those dollars will improve your efficiency.

Current and Prospective Customers

A laundry inspection is almost always part of the process in securing new customers. Current customers will also typically inspect the laundry operation at times of renewal. It is important to step back and try to see the laundry through their eyes and from their perspective.

What are the specific processes that their linen goes through to ensure it is returned hygienically clean, and meeting their requirements for quality? If there is something unique that you offer to better meet their need, this is the time to show it off.

In addition to the processing features of a plant, COG (customer-owned goods) customers are interested in inventory control procedures. Walking them through the process helps educate them on your procedures and improves understanding.

Educated customers are typically easier to work with. Understanding your basic processes can help explain why turning their truckload of pool towels in two hours may be a challenge.

Compliance-Oriented Inspections

There are specific requirements in processing healthcare linen, which vary by state. If you are anticipating an inspection along the lines of Joint Commission or any compliance-oriented inspection, a key resource for being prepared is the Association for Linen Management’s Guide to Assessing Healthcare Laundry Quality.

The guide provides laundry management with guidelines, regulations and standards applicable to healthcare laundry services. State-specific standards are available with information on how to determine if your plant is in compliance.

The Healthcare Laundry Accreditation Council publishes standards for healthcare textile processing and provides accreditation for independent healthcare laundry operations.

Friday: Answers from the equipment manufacturing and long-term-care laundry sectors...

April 7, 2011

“Cotton prices are incredibly high, and our textile suppliers are warning that they’ll continue to go up. Can you suggest some ways we can extend the life expectancy of the textiles that we process without completely sacrificing quality?”

Uniforms: Barb Herman, SanMar Corp., Issaquah, Wash.

February 3, 2011

CHICAGO — Each year, American Laundry News selects a Panel of Experts, a group of individuals representing different segments of the textile services industry. These professionals and tradesmen respond to various management and production questions throughout the year. Let’s meet some of our contributors for 2011:

Commercial Laundry: Rick Rone, Laundry Plus, Sarasota, Fla.

November 3, 2010

“How can an on-premise laundry manager most effectively demonstrate to administration (or a for-profit textile rental operator demonstrate to financiers) the need for capital improvements and renovation in his or her plant?”

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

August 26, 2010

“What aspects of inventorying and securing textiles pose the biggest challenge? What percentage of losses would you consider to be acceptable if the proper controls were in place? And how could an insufficient inventory impact the rest of my operation?”

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

Abraham Lincoln once said, “You can’t do business from an empty wagon.”

June 23, 2010

“I’ve noticed my plant’s production has begun to lag and I believe that it’s being caused by a bottleneck somewhere in the workflow. Where are the problem areas most likely to be and how can I prevent such delays from occurring in the future?”

Textile/Uniform Rental — Kurt Rutkowski, Universal Linen Service, Louisville, Ky.

Production bottlenecks can occur in many different areas.

May 6, 2010

“How can we tell if we’re getting our money’s worth from the textiles we’re using? What are the characteristics of a high-quality textile after it has been processed a dozen times, 50 times, or more? And can item type — flatwork or garment — actually influence textile durability?”

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

January 7, 2010

This year’s contributors introduce themselves, describe their operations, identify challenges and list their accomplishments for 2009.

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