Content about laundry manager

CHICAGO — Your company is weighing its laundry services options, and pursuing a new plant is a possibility. So what should the average laundry manager know about plant design?

American Laundry News recently invited several engineering, construction and consulting firms with laundry services expertise to respond to some questions about this issue.

ALN: How does designing a laundry for renovation differ from designing a laundry from scratch?

GLEN PHILLIPS, P.E., PRESIDENT AND SENIOR ASSOCIATE, PHILLIPS & ASSOCIATES, MINNEAPOLIS, MINN.

Phillips & Associates has to go through all of the discovery steps whether the project is a new design/build project or a renovation project. There is not much difference, except a renovation project already has a shell that could be renovated for use after the fact. A totally new project takes longer to plan and usually costs more money.

DAVID BERNSTEIN, SENIOR VICE PRESIDENT, TURN-KEY INDUSTRIAL ENGINEERING, CHARLOTTESVILLE, VA.

As mentioned earlier, planning for an entirely new facility allows the new operation to be designed from the inside out, ensuring the most efficient use of space and layout of equipment. The renovation of an existing facility, on the other hand, can be fraught with its own particular challenges, especially in maintaining productivity, efficiency and safety during the renovation process.

In these cases, operators need to be sure to include careful pre-planning of construction, utility upgrades, equipment arrival, rigging, installation and start-up schedules in order to have as limited an impact as possible on the existing operation.

Third-party vendors should receive training by your company’s safety director so that they are aware of your practices, rules and unique circumstances. Training should be documented and provided to all third-party workers prior to granting entry onto the production floor. Be certain that you also obtain appropriate insurance certificates listing your company as an additional insured.

Another instance to be considered is the one in which a new plant is desired but the costs associated with buying land, erecting a new facility and installing the necessary infrastructure are prohibitive. In this case, the best approach is to find a building that meets the production, staffing, utility and space requirements of the operation, but only after taking the critically important step of undergoing a rigorous and detailed pre-design phase to determine the specific requirements for the building search.

BOB CORFIELD, PRESIDENT/CEO, LAUNDRY DESIGN GROUP, PHOENIX, ARIZ.

Well, consider that you have to “undo before you can do” and that’s the start of it. Can your facility withstand a major or minor construction delay to enable a retrofit? If it can, and there is enough space to accommodate all critical elements (sorting, washing, drying, clean transport, finishing, and packing of additional volume), then there can be a considerable cost benefit for a plant to retrofit, rather than build new.

Retrofit projects are also usually a much faster process during decision-making. A retrofit will limit what you might be able to do, and so with fewer decisions to make, decisions are made more quickly.

New plants take much longer in development. Since you might be able to do almost anything, you need to be diligent in what the new plant will be designed to do today—and then what it might need to be in the future.

Because of the budgets involved, there are many more stakeholders whose concerns will need to be addressed. Then there are the decisions related to construction: do you build from greenfield, modify an existing structure, do you own, or lease the site? Finally, a new plant often must get city planning and local code compliance reviews for traffic, noise and more, which can take months or years to clear.

ED KWASNICK, DIRECTOR OF BUSINESS DEVELOPMENT, LAUNDRY DIVISION, ARCO/MURRAY NATIONAL CONSTRUCTION CO., OAKBROOK TERRACE, ILL.

The biggest difference is that renovating an existing laundry or converting an existing building into a laundry has certain inherent boundaries and constraints, including:

• Building footprint and height
• Building column spacing (distance between structural columns)
• Existing utility sizes (water main, sewer, electrical main, natural gas main)
• Floor slab thickness and condition
• Quantity and height of docks
• Dock location
• Office location
• Building construction

You need to either work with these existing constraints or work around them. If you build a laundry from scratch, these existing constraints do not exist. You get a clean palette with which to paint, and can customize the building footprint, height, column spacing, etc. to meet your specific needs.

GERARD O'NEILL, PRESIDENT/CEO, AMERICAN LAUNDRY SYSTEMS, HAVERHILL, MASS.

Designing a renovation is completely different and a most challenging process compared to designing a laundry from scratch. When renovating an existing running facility, we have to ensure that we do not shut down the operation. All the work has to be done off hours or when the plant is not in operation.

Safety is another big challenge as all the construction areas have to be properly taped off and equipment must be “tagged and locked out” to ensure the safety of all the people working in the laundry plant.

Along with all the challenges come the rewards. Retrofitting/renovating an existing laundry is much cheaper than going out and building a laundry from scratch. We have seen approximately 50% reductions in project budgets/costs by retrofitting a laundry vs. building from scratch. As long as we have the space to expand within the same location and we can get additional utilities (if required) to support the new plant, retrofit/renovation of existing laundry is, most of the time, the way to go.

ALN: What aspect(s) of laundry plant design can be the most challenging and why?

BERNSTEIN

One of the most challenging aspects of laundry plant design can be breaking people out of rigid thinking or the unwillingness to consider new paradigms. Our industry is plagued with an attitude of “That won’t work in a laundry” or “That’s the way we’ve always done it,” which has no place in the planning and design of a new facility.

We encourage our clients to think outside the box, offering and encouraging suggestions for solutions that, under old paradigms, might seem unworkable. Once all options are on the table, we can apply critical thinking, data collection, and analysis to determine which offer benefits and solutions considering the goals and vision for the project at hand.

CORFIELD

I would say planning and budgeting are the biggest challenge. Whether a new plant build or a major retrofit, it is challenging to know all aspects to your proposed plan. Will there be utility constraints, access and rigging limitations, what items can be moved and what cannot, are there code issues that you may need to comply with, does your existing infrastructure support your goals?

Then once you have what appears to be a good plan, look seriously at the constructability issues and develop a budget that is reasonable and achievable for the goals you want to achieve. If you are not certain what brand or type of equipment you might get, then your budget needs to take into account the worst-case scenario. Asking for too little during budgeting and then needing to compromise can mean missing your goals considerably and risk having your project cancelled or fail.

Lastly, know enough about your design that if a budget issue cuts or limits your project, you can identify the essential elements and keep your targets in site.

KWASNICK

Designing a mixed laundry facility (linen and industrial) is very challenging. The diversity of product mix, the different pieces of equipment and material-handling systems, and the various product flows within the same building make the process of designing the plant to be both flexible and efficient very challenging.

O'NEILL

Getting the laundry owner/operator to understand the benefit of new technology and the value of his investment is one of the most challenging aspects. More often than not, the owner/operator tends to pursue the cheapest option rather than the option that provides the best value (return on investment). It becomes part of the job of the laundry consultant/designer to clarify the benefits of new technology, provides pros and cons, and explain why the new investment is critical for the future business needs/growth.

PHILLIPS

Usually, the powerhouse requires the most time to plan and execute. The powerhouse is the heart of any laundry and, if it is not done correctly, can cause the most aggravation during the start-up phase of the plant.

ALN: How might the design of an on-premise laundry differ from the design of a textile rental plant that serves clients across a broad area, and vice versa?

CORFIELD

An OPL is usually limited by space because it serves only a few outside customers (if any), but if we are discussing an off-site cooperative or central laundry vs. commercial, there is almost no difference if they are processing the same type of work (healthcare vs. hotel resort, etc.). The only real consideration is that an OPL or co-op will be highly specialized, while a textile rental plant might be set up to take on a broader mix of work.

Generally, a textile rental plant will be physically larger, as a commercial laundry business can serve hundreds of customers and therefore needs considerable more storage, inventory and cart-assembly area. A commercial business will also have more trucks for routes for those deliveries.

KWASNICK

On-premise laundries are typically built to process smaller volumes of goods with a limited number of classifications. They are built for a specific purpose: to produce laundry for the “mother ship.” They typically use less automation, more labor, and more utilities (per pound). This is partially due to the fact that they are processing less laundry, which means the up-front investment in automation has a longer ROI. I would say OPLs are typically more “old school” in their design and operation.

Large rental plants are more flexible in their design. They process a higher volume and greater diversity of products. Reduction in labor and utility costs due to automation and utility conservation is more prevalent. Systems to track, control and offset inventory losses are used to reduce costs. Productivity tracking systems are used to improve employee productivity and production scheduling. Rental laundries are typically more “new school” in their design and daily operation.

O'NEILL

The biggest difference is the amount/volume of work that is being processed through each plant. The typical OPL is designed for low volume and more flexibility in the operation, while a central textile rental plant is designed for high volume, similar type of work, and high productivity. The ROI on high-productivity, high-efficiency equipment is much quicker in central rental plants when compared to most OPLs.

PHILLIPS

If an on-premise laundry is being considered, that is fairly easy since the presumption is the facility has a central power plant and a big chunk of time can be eliminated from the planning scope. In essence, the planner only has to deal with a production facility, thus eliminating work in another area.

BERNSTEIN

There are two critical differences between the design of on-premise laundries and off-site facilities (whether company-owned, co-op, or textile rental). Specifically, on-premise laundries often offer challenges of space, without the logistical demands that are placed on off-site operations.

ALN: Are there any particular laundry design trends that have become more prevalent in the last few years?

KWASNICK

In recent years, the pendulum has swung from all-steam to steamless laundries. However, the trend seems to be moving back toward a hybrid solution of using less steam instead of going steamless. Steam still makes sense for certain types of equipment and systems (steam tunnels, presses, tunnel washers, etc.). Using steam, but on a limited basis, helps reduce long-term fuel consumption and up-front installation costs.

Wide ironers are becoming more prevalent. A wide ironer gives you the ability to do two lanes of tabletops simultaneously, which equates to a lot more productivity per ironer. Self-contained thermal ironers are also popular. They can maintain higher temperatures and operate at high speeds, again equating to greater productivity.

Press-to-dryer rail systems are becoming more prevalent. This is an efficient, cost-effective way to store work-in-process goods after they come out of a tunnel extraction press. The goods drop into slings, are queued on a rail, and are then loaded into a dryer automatically. This system allows you to use fewer dryers with your tunnel washer system.

O'NEILL

Shuttle-free wash rooms, use of self-contained thermal ironers, and use of tunnel washers with extra-wide presses are some of the design trends that have become more prevalent in the last few years. Also, the trend of steamless/less steam laundry plants has started to pick up in the last two years. All of the aforementioned ideas are tried and true and the payback can be considerable when compared to the “now” obsolete typical ideas that have been used for years. If your budget can handle it, then you should absolutely investigate it.

PHILLIPS

After years of discussing water shortages, water reclamation, rising energy costs, gas conservation and the like, laundry operators are finally starting to see the practical side to some of these issues. A complete dissertation could be written on this topic alone.

BERNSTEIN

One of the most significant trends we’ve seen in recent years is an increased emphasis on the health and safety of our industry’s production employees, and this translates directly into the design process of new laundries.

We are also seeing a greater emphasis on automated systems, which clearly also impacts the design of new and renovated plants. The industry’s vendors have done a nice job of stepping up the sophistication, productivity, usability and affordability of automated systems. At the same time, our industry is doing a better job of educating production, maintenance and management personnel.

Finally, at least among our clients, we are seeing a trend toward leaner, balanced operations with less work in process. Whereas clients used to tell us that they wanted to design material-handling systems and floor space to accommodate four (or more) hours of work in process just in case something went wrong, now clients are designing their plants considering Lean Manufacturing and Lean Six Sigma principles of “pulling” work through the plant, rather than “pushing” it through. The result is less wasted space, smaller rail and conveyor systems, and more pounds processed per square foot of facility.

CORFIELD

While there is a certain buzz around steamless or “less steam” laundry design, I think the two biggest trends have been the size and sophistication of monorail sortation and clean distribution systems, and batch washer size.

When I began in the industry in the late ’80s, sort decks for healthcare were 12-16 sort classifications. We now see 36-54 sort classifications on automated sort decks. This ability to achieve the lowest common sort type makes large plants highly efficient, even with small classifications.

Large batch washers (those over 50 kilograms or 110 pounds) entered the North American market in the mid ’90s. Most new plants consider 150 pounds the new minimum, with 220-250 pounds the new maximum. While washing is one consideration, it has been the extraction of those larger loads that has challenged the industry. With wider presses achieving lower moisture levels and faster cycle times, large batch systems will be the norm for plants at 15 million pounds and higher.

ALN: What advice can you give a laundry services manager who is being asked to be involved in plant design for the first time?

O'NEILL

Listen, listen, listen! Do not go down that all-too-familiar road of “This is the way we/I have been doing it for 20 years.” This attitude must change if you are to take advantage of the new ideas and concepts that are being used in our industry today in the cutting-edge plants that your competitor is building. If you want to stay in business for a long time and stay competitive, then listen to what your “consultant” is saying and see for yourself the results that your peers in the industry have been enjoying for quite some time.

PHILLIPS

Take the lead and plan, plan, plan. The laundry services manager will have to live with the plant for some time to come, so it is imperative for the laundry services manager to contribute to the planning discussion. Phillips & Associates has developed a complete design-planning checklist that could become the basis for an entire article on the planning process.

BERNSTEIN

I can offer three key pieces of advice:

1.  Speak your mind— As an experienced laundry services manager, you understand the day-to-day needs and challenges that you’ve faced in your operation. Consultants, engineers, architects, equipment providers, and others involved in this process need your perspective and experience to ensure that the final design meets all your requirements. Do not hesitate to provide your opinion and perspective, because just as there are no dumb questions, there are no wrong opinions!

2. Ask questions and listen to the answers— Involve your staff in the plant design processes and ask them their opinions on designs, solutions, equipment, etc. Just as your experience can aid the professionals you’ve brought in to assist in the technical details, the experience and opinions of ground-level team members oftentimes result in some of the most innovative solutions.

3. Keep an open mind— Time after time we hear people in our industry telling us, “That’s the way we’ve always done it,” or “That may work someplace else, but it won’t work here.” In some cases, they’re right, but in others, they were glad that we pushed back and encouraged them to take a second look at an idea and the data that supported its implementation. Considering the realities of today’s world, it pays to be open-minded and consider options that, at first blush, may seem a bit out there. The result may just be a safer, more efficient, more productive, and more profitable laundry.

CORFIELD

First, know what your goals are and be clear on them. Then get your passport updated, get a good suitcase and hit the road—start visiting plants similar to your type of work. See things for yourself, talk to plant folks who do what you do. See what works for them (and what does not) and get educated about what might work for your new plant or retrofit. These road trips will be invaluable, and you can defend your decisions one way or another with your management team or board with first-hand understanding.

If traveling is not an option, get a reputable independent consultant that can help you navigate this process. Making key decisions without the experience to know if your approach is viable can be costly. Before you finalize your plan, seek an independent review of the project by your peers who have gone through anything similar. You may not take their advice, but having a few sets of experienced eyes take a look at your project is always valuable.

KWASNICK

Remember three letters: SRM. They stand for Simple, Repeatable and Manageable. Your laundry design should be simple. If it looks complicated on paper, it will be even more complicated in practice. The design should allow your processes to be repeatable. If you can repeat the same efficient, high-quality process day after day, you will be successful. Lastly, it should be manageable. A manageable laundry is flexible and able to meet your customer’s ever-changing needs.

It’s OK to be on the leading edge of technology and push the envelope. But don’t get out on the “bleeding” edge of technology. That’s where people get hurt.

Surround yourself with experience and expertise. But remember, you know your own business better than anybody. You need to determine the final course and direction for your laundry.

Click here for Part 1!

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 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:

1. 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.
2. 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.
3. 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.
4. 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.
5. 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).
6. 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.
7. 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.
8. Don’t under-load washers or overload dryers. Weigh loads and follow the manufacturer’s recommendations.
9. 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.
10. 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 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.

RALEIGH, N.C. — Correction Enterprises recently completed the rebuild of three older flatwork ironers at its Chase Laundry plant in Goldsboro, N.C., a move designed to save state taxpayers hundreds of thousands of dollars.

Chase Laundry employs 13 staffers and manages more than 75 inmates in a 43,000-square-foot facility that is annually responsible for processing an average 5.5 million pounds of inmate rough dry, fluff and finish laundry, as well as state hospital linens.

The plant’s aging American Laundry Machinery Hypro flatwork ironers had processed millions of pounds of laundry over more than 30 years in service. Though production rates remained relatively high and linen quality remained acceptable, the ironers had begun showing increasing signs of wear and tear.

“We were having more trouble than we should’ve been having, but it happened so gradually over so many years that the decline was almost invisible until, suddenly, it was a costly issue,” says Jon Robbins, the facility’s veteran laundry manager with nearly 40 years of experience.

While replacement parts were often sourced and installed in-house to keep the ironers operational, it was becoming clear to Director of Laundry Operations Ronald Young and Deputy Director Andrew Artola that the ironers might need to be replaced or completely refurbished.

Through required state purchasing protocol and procedures, Talley Machinery was selected to rebuild the equipment, and a timetable was established.

To avoid disrupting Chase’s mid-week operations, Talley’s operational staff met with the affected plant manager in advance. A three-man crew arrived on a Thursday evening with a truckload of replacement parts and equipment, including their own grinders, drillers and other machinery for repairing any existing parts that could be reused.

Working straight through to Saturday night, they dismantled the first ironer, checked every part—from the largest rolls to the tiniest drive train components—against the original specifications and determined whether each of the hundreds of parts could be repaired or returned to service, or if it had to be replaced.

The ironer chests were carefully sanded smooth and polished.

“They went through great pains to ensure every part fit perfectly, that every gear was aligned perfectly, regardless of the time involved,” says Robbins.

The crew worked three consecutive weekends to complete the three ironers. The rebuild also included upgrading the ironers’ drive systems to solve sluggish start-ups and shutdowns.

After the ironers were rebuilt, Talley provided several hours of hands-on training for staffers and inmates.

Months after the rebuilds, Robbins and Guyton say they have noticed the finish quality of the linens has improved, maintenance troubles have been reduced, and the ironers continue to operate as good as new. The rebuilds are projected to add 15 to 20 years of production life.

ROANOKE, Va. — The escalating cost of textile products is causing many organizations to refocus on reducing linen-replacement costs.

During my years in this industry, both as a laundry manager and as a laundry consultant, the challenge of reducing linen-replacement costs has been a recurring theme. Some years ago, I had the pleasure of working with a major hospital on a linen-cost-containment program.

The immediate goal was to lower the hospital’s annual expenditures on linens; the hospital had been trying to accomplish this for several years. It was making the same mistakes that many U.S. healthcare facilities make: It was looking for a quick and easy solution.

There is no such quick fix available. But it is interesting and educational to review the efforts of this hospital and compare them with the eventual solutions. In order to save money on the purchase of replacement textiles, this hospital began an aggressive purchasing program designed to:

• Limit the amount of new linen stored at the hospital.
• Obtain the lowest cost per item based on purchase price.
• Reduce the number of linen items in circulation.
• Educate the linen users on the cost associated with linen service.

Goal One: Reduce Stored Supplies

This can be done simply by not ordering more linen until the current stock has been put into circulation. The catch then becomes having new linen available when it is needed. This requires an understanding of the hospital’s linen system and its seasonal fluctuations, knowledge beyond that possessed by most purchasing agents.

Often the linen vendors will attempt to assist the hospitals in understanding their linen system. There are many linen “control” systems on the market, but the majority of them are little more than advance-order systems for the vendors.

This particular hospital made the mistake of becoming overly dependent on the textile vendor’s promised one-week delivery on all linen items. The vendor was able to meet most of the orders for the first couple of months, but then the sporadic ordering (no towels one month, then triple the monthly order the next) caused delivery times to stretch out until two and three weeks became the norm.

The hospital was ill prepared to cope with projecting its needs in advance and routinely ordering predictable amounts of textiles, especially when it had been promised one-week delivery. The natural result was periodic linen shortages that made patients and staff unhappy. These problems caused the administration to return to the former policy of stocking linen items in the storeroom in an effort to ensure an ample supply at all times.

Goal Two: Reduce Per-Item Costs

The hospital adopted the philosophy of buying on purchase price instead of cost per use. It began to purchase muslin (T128) sheets instead of percale (T180), and the textile vendor assured the purchasing agent that patients and staff would never know the difference.

The hospital entered into a period of buying lower-quality items that were “just as good, only less expensive” than what it had been purchasing. There were some short-term savings by doing this, but the test of any good purchasing program is the test of time. Problems began to develop within the first year.

1. Gowns that had so nicely covered the patients no longer performed in the same manner. There was less material per gown, so IV’s were harder to handle, resulting in increased cutting of sleeves. Ambulatory patients began to wear two gowns, one on the front and one on the back. This practice almost doubled the usage. Net result was a cost increase on this linen item.
2.  The muslin sheet—that had seemed to be such a good buy—wore out more quickly than the percale. The greatest concern was the speed with which the cotton disappeared from the 50/50 blend. The majority of the cotton was worn out of the sheet during the first year, leaving a coarse 100% polyester sheet.
   
   
   The nursing staff found these sheets unacceptable and therefore took it upon itself to rag them out. The muslin sheets weighed more than the percale sheets and cost more to process. Net result of the economizing effort was to increase the monthly input of sheets, increase poundage in the laundry and decrease user satisfaction.
3. The washcloth was another item affected by the attempt to lower costs. This certainly seemed like a prime target for a lesser-quality product, especially because of the high replacement rate. The hospital began to purchase a lighter-weight washcloth but stayed with the usual 12x12 size. It was not long before complaints began to come in from the nursing floors.
   
   
   The new washcloth was shrinking a lot more than the others. After three or four washings, the washcloth became closer to an 8x8 size. The net result of this change was an increase in utilization. Respect for the product dropped and its abuse increased. The replacement rate more than doubled.

Next page: Reducing the number of items in your inventory...

“What planning and training must a laundry manager or textile rental operator coordinate to prepare his/her employees to react safely and swiftly during a crisis in the facility, such as a fire or other life-threatening event?”

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

CHICAGO — During Halloween time, scaring someone is often done in the spirit of fun. But there are plenty of frightening scenarios that would be no fun at all for a laundry manager or textile rental operator. So, American Laundry News surveyed its Wire subscribers about what gets their hearts pounding.

Any number of situations could give a laundry/linen manager the chills, but the scariest, according to 26.1% of respondents, is if their biggest customer would decide to go with another provider.

“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?”

Equipment/Supplies Distribution — Donnie Weiland, Tingue, Brown & Co., Alvin, Texas

CHICAGO – In what one way can a laundry manager or textile rental operator best improve our industry? By making sure equipment is functioning properly? Using environmentally friendly chemicals? Providing timely service?

Among American Laundry News audience members polled in this month’s Wire survey, 40% say managers and/or operators could best improve laundry/linen services by providing good customer service.

CHICAGO – Summer usually brings stormy weather and sometimes flooding, which can cause consternation for the laundry manager or textile rental operator who has to cope with a power outage, blocked road, or another obstacle to keep his or her laundry running.

BEIJING, China — While many see the United States as a mature market for laundry and drycleaning services, China’s professional textile care industry is just starting to learn what’s possible in process automation, energy-saving equipment and enviro-friendly products.

China’s continued economic growth, improving living standards, and thriving tourism are generating a huge demand for sophisticated laundry and drycleaning systems, says Messe Frankfurt, organizer of the Texcare exhibitions.

“What criteria should I establish to rag out or discard linen? Also, do you recommend a multistep process to make this determination, or should one pass per item be enough to decide whether it stays or goes?”

Consulting: Tom Mara, Victor Kramer Co., Oceanport, N.J.