Content about manufacturing

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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.

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.

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...

KEMCO HIRES BORDEN AS EXECUTIVE VICE PRESIDENT

CLEARWATER, Fla. — Kemco Systems recently hired Don Borden Jr. as its vice president of global sales and marketing.

Borden has spent his professional career as an operating executive in general manufacturing and high technology industries. A majority of his experience is in the fluid handling industry, primarily in the water and wastewater arena.

Prior to joining Kemco, Borden served as president of Crane Environmental and as international vice president at GAI-Tronics, with a record of implementing Six Sigma and LEAN Manufacturing.

Borden holds a bachelor of science degree in water resource engineering from Pennsylvania State University, and a master’s degree from the University of Pennsylvania.

KANNEGIESSER USA ADDS TANNERT TO SALES TEAM

GRAND PRAIRIE, Texas — Dave Tannert has joined the sales team for Kannegiesser USA, where he will serve as a regional sales manager in Huntington Beach, Calif.

Tannert holds a bachelor of science degree in manufacturing technology, and he has experience in OEM sales to the aerospace, heavy equipment and durable consumer goods sectors.

His responsibilities have included business development and account management on a national and global basis.

PHOENIX TEXTILE APPOINTS MAYO TO NEW POSITION

O’FALLON, Mo. — Phoenix Textile Corp. has appointed Geoff Mayo to the newly created position of director of key accounts and commercial laundries.

In his new role, Mayo brings with him more than 25 years of industry experience, and will represent the company to large-scale commercial laundries across the nation.

“His experience and knowledge of the industry will support Phoenix’s mission to serve the needs of its customers,” says Scott Rodgers, vice president of sales.

A graduate of the Carlson School of Management at the University of Minnesota, Mayo previously served as senior vice president of operations and partner with Lintex Corp., as well as executive vice president of the Extended Care Division for Encompass Group and division director of healthcare for American Dawn.

PENN EMBLEM ADDS LEYBELMAN TO MARKETING DEPT. ROSTER

PHILADELPHIA — Rita Leybelman has joined the Penn Emblem Co. marketing department, serving as its Internet marketing coordinator.

Leybelman will oversee and develop social media initiatives and work to increase the company’s Internet presence.

She is a graduate of New York University’s economic and business program in its College of Arts and Science.

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.

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.”

CINCINNATI — SK Textile, a custom fabricator of drapery, bedding and accessories, has partnered with global healthcare and hospitality textile provider Standard Textile to open a new manufacturing facility in Las Vegas.

The facility will provide improved convenience and efficiency for SK Textile’s Las Vegas clients. It allows SK Textile to better support local hotels, purchasing companies, and designers in providing customized interior solutions for the hospitality industry, and positions the company to respond more quickly to increasing demand.

“We are experiencing a very exciting period of growth and expansion in Las Vegas,” says Kim Heiman, SK Textile president. “The manufacturing facility in Las Vegas will help SK Textile meet market demand and establishes a presence near our customers.”

The partnership allows SK Textile to leverage Standard Textile’s vertically integrated global infrastructure and positions SK Textile for additional growth.

The latest state-of-the-art manufacturing facility in Las Vegas became fully operational earlier this month and will serve to augment SK Textile’s production capacity in Vernon, Calif.  

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

Merchandise control is such a huge area of any processing plant, from choosing the right textile to processing it correctly to getting it back after delivery. Any of these three areas can make or break a laundry, whether you service inside or outside customers!

Product Selection and Placement — Choose the right textile for the application, getting the right product in the right place at the right cost (price).

Buying the cheapest unit-priced product isn’t always the lowest cost. And it isn’t always the best answer for the customer or you. What quality and other attributes do your customers expect, or can separate you from your competition?

What are the positive “wear life” ramifications for your operation? What does an improved product do to your rag-out percentage? As operators, we need to measure true cost and not just textile price. Plus, it is important for you to balance your product selection between marketing and cost issues.

Life-Cycle Costing — This can prove what is right for your operation. If you buy a textile at 30 cents per unit and it has a life of 10 washes, the life-cycle cost is 3 cents per serving. If you buy a textile for 40 cents per unit and it has a life of 20 washes, the life cycle cost is 2 cents per serving. In this example, by spending 30% more on the product, you actually gained 100% servings and your cost is 30% less.

Freight Cost Considerations — This is a huge consideration when looking at cost. And there really is no free lunch.

If your supplier pays the bill, it has to be worked into their cost. Many times, especially in larger metro areas, it is more cost-efficient to cut your own freight deals and pay it yourself. Additionally, consolidating your shipments instead of a lot of small orders can save you a lot of money. This is best handled by buying large put–in buys monthly rather than weekly.

Product Integration — Does it meet or exceed the plant standard? Does the packaging and case pack affect the put-in labor? Does the fabric match your current offering in color, weight and weave? Is it “too good” for the standard, causing the integration period to drive customers to want only your new product?

Processing — Improper soil sorting, chemicals overuse, formula water levels, under-loading, formula time, formula temperatures (heat) or extraction can cause you to inadvertently wear out products prematurely.

Some key results of improper processing are alkaline hydrolysis; shrinkage; redeposition; bleach damage; placket crease; thermal shock; polyester heat damage; excessive linting, pilling or fading; hanger molding; and compression wrinkles.

It is important to work with your product supplier and chemical company in reviewing this issue, as these problems can typically be discovered and solved fairly easily.

Loss and Abuse Recovery — Some companies count their soil, inspect it, and charge for abuse and/or replacement. Other companies don’t count and simply charge an “inventory maintenance fee” to cover average losses.

Answer these two questions: How many pieces are you putting in for inventory maintenance to cover your loads? How many pieces does your loss/abuse revenue (whether direct or in a maintenance charge) cover?

The difference between these two numbers could show you the black hole of missing merchandise. If you are putting in more than you are getting paid for, and you are using the maintenance fee, it would be apparent that one or more of your accounts is abusing the system by either damaging or losing more merchandise than you are recovering through revenue. You may have to isolate these accounts and put them back on a soil count system rather than a maintenance program.

Product Reuse — Most operators do a marvelous job in this area. Examples are using downgraded bar mops for turk towels, dyeing hand towels for automotive cleanup, etc. As you choose products, it is important to consider their “second life.” Otherwise, you must measure your rag-out cost and choose a product and placement that provide the longest life. If you are ragging out products directly from first life to junk, consider a second-tier product.

Facility Security — Flat goods should be held within a fenced “crib,” where only authorized employees can enter. Your backup inventory area should also be secured so that unauthorized personnel cannot get to it. Your stockroom should be secured as well, with only authorized employees allowed within. If you cannot crib your areas, then paint a bold yellow line on the floor.

It’s important to post “Authorized Personnel Only” signs. Cover this issue in your orientation documents and then reinforce your security rules at every employee meeting. Specifically, it should be against company policy for a route person to pull his/her own load or fill his/her own garment orders. It isn’t that route personnel typically “steal” the goods. Many times, uncontrolled merchandise ends up at your customers and they are not billed for it. Any good route person worth his/her salt has extra goods on the street. We just shouldn’t invite this practice.

There must be a proper paper trail in order to control inventories. This means even if a manager is filling a “shortage,” there should be a signed document from a manager one level higher granting authorization. Personally, I would authorize this sort of activity only at the general manager level. All movement of merchandise to and from your operation should be secured with a properly executed inventory control document. Train your plant employees to fill these orders only with proper authorization.

Many operators install video equipment and signage at all exits to monitor all merchandise movement. If this is done thoroughly and talked about in your meetings, employees will be motivated to assist you in merchandise control and understand that this is a high cost.

Put-In Management — Start with any control period (week, month, quarter), and calculate your total starting inventory. Now add organic growth: the invoiced increases in pieces per product, as well as new items added to accounts. Subtract invoiced decreases in pieces by product, as well as item cancellations from accounts. Now subtract your product “down-grades” and “rag-outs” from the mix, by product. The inventory balance is what you should have in stock. If you are still short product to fill your loads, you have identified a “black hole.”

Stockroom Management — Set up visual standards for your grading and establish at least three grades: near new (A), standard (B) and utility (C). Keep new and near-new goods separated from standard goods. If an order comes in for standard goods and cannot be filled, it should not be an easy task to fill with new. Implement a second-level management authorization to fill B grade orders with A grade garments. And if goods need to be ordered, the highest level of management should be in the review/approval cycle.

Route Control — In some cases, shrinkage can occur through theft. But in most cases, shrinkage occurs when extra (free) merchandise is given to customers. Try auditing suspect routes unannounced. Validate the goods being sent out on the load, and have a manager count them. When the truck comes in, count in the soil, count in all clean return, and balance it against the load sheet. Discuss any discrepancies with the route person and the owner and/or general manager present. Take it seriously, and they will, too.

Taking a “route ride” is probably the most effective way to get a handle on extra merchandise. This is an audit of the route person rather than the customer. At the customer site, look for extra inventory and how the soil is coming in. Are bar towels being used for grill pads? Are shop towels being used to wipe off Bondo putty? Document the ride-along and review findings with the route person and key management.

Inventory Correction Initiatives — One way to make merchandise control fun to have an annual or semiannual “inventory correction and account growth” contest, to balance inventories with invoices.

Typically, routes are paid new-business commission on “add items” only, not increases. In this case, authorize commissions for contest length (six weeks is recommended) on all inventory increases. This allows the route to fix the invoice by adding the additionally used inventory instead of bringing it back. The commission will motivate any route person, as he/she never gets extra money for fixing invoices.

Given the choice of bringing goods back and putting them into your “amnesty cart,” experience has shown that most route personnel prefer to fix the invoice and make some money. Additionally, when customers are faced with either sending the goods back or paying for it, they will typically approve adding it to their invoice.

As you think about your own operation, use these 12 steps to evaluate and measure where you are.

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

Textiles are vulnerable to attack from a multitude of misuse situations. One that is easily overlooked is the laundry environment: a chemical, thermal, and mechanical constant for every wash cycle.