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January 5, 2012

ROANOKE, Va. — I met with my production and maintenance staff recently to prepare for taking on a new account. We needed to move some of the work we were processing in our 275-pound open-pocket washers to one of our tunnel washers because of the continual growth of our reusable-isolation-gown business. It’s grown from 1,200 gowns a month to 92,000 per month! (Watch for more details about that in next month’s column.)

One of my maintenance men asked a question that shocked me. He wanted to know why we believed we could make money processing this type of product when the general consensus in the trade journals was that it was unprofitable. I decided not to argue with him about what the various trade journals may or may not have reported but instead to tackle the issue head-on.

Reusable barrier gowns and drapes made of 100% polyester are lightweight and therefore don’t work well with a system that charges by the pound, I explained. We had chosen to charge by the piece since our system allowed us to charge either by the piece or the pound. Charging by the piece also allowed our customers to make a quick and easy comparison to the various disposable alternatives on the market.

I also explained that, over the years, I had developed a special wash formula for processing these gowns that minimizes degradation to the fabric and increases their useful life. We also add a barrier re-treatment product in every wash load to ensure the fabric retains its fluid-repellent properties.

By using a Sutter Hydrostatic tester, I’ve proven on a number of products that the fluid repellency after 75 uses was actually greater than when they were new.

Consumer education is a vital part of making the system economically viable. Reusable barrier items must be used properly and returned to the laundry in order for them to get the expected number of uses. A key component is the manner in which they are packaged. The better the products appear upon delivery, the more likely the end-user will treat them with respect. I’ve seen a number of delivery methods that simply don’t encourage this.

The feel and “drapeability” of a 100% polyester fluid-repellent isolation gown is preferred over any disposable alternative, in my experience. We got our opportunity to introduce reusable barrier isolation gowns during the initial stages of the H1N1 flu pandemic. Front-line caregivers were disturbed at the number of gowns that were being thrown into the trash and the effect it was having on the environment. They asked us to develop a more ecologically friendly system.

My staff recognized quickly that we had done a number of things to ensure that we could actually make money on the product. They also came to realize that the largest piece of the puzzle was in how we charged for the items. Cost per piece is a universal term used across all disciplines and relates well to how our competitors market their disposable products.

The end-user or hospital administrator will want answers to these questions:

• Will the reusable product properly protect my staff and patients?

• Is it comfortable?

• How does it compare with the cost of the product we’re using now?

• Can I get a dependable supply of the reusable product?

• Can it be delivered and used in the same manner and system as the rival disposable product?

Designing a system that positively answers all these questions will allow you to get and keep the business while making a profit.

August 2, 2011

CHICAGO — Several key factors contribute to the success of any organization, and one of the major deciding elements is creativity. Organizations that will survive into the future will not be those with the most revenue, but those that apply creativity from the grass roots level, the workforce. If a leader is going to leave anything to an organization after he or she departs, it should be a group of individuals who take steps to achieve and promote a creative environment.

An AmericanLaundryNews.com exclusive.

CHICAGO — Several key factors contribute to the success of any organization, and one of the major deciding elements is creativity.

Organizations that will survive into the future will not be those with the most revenue, but those that apply creativity from the grass roots level, the workforce. If a leader is going to leave anything to an organization after he or she departs, it should be a group of individuals who take steps to achieve and promote a creative environment.

The behavior of its leaders will make an organization accountable or not. Without the promotion of creativity, long-term organizational success can never be achieved, a sobering statistical truth.

If things are going well in your organization, if employees are invested in their work, then your organization is headed in the right direction.

Employees must be able to contribute ideas freely and without fear of losing their jobs, and their leaders must be able to listen (if you haven’t already, take a look at last month’s column, Listen Up!).

If management devotes as much time to promoting ideas as trying to figure out how to survive, then your organization is on the right track. On the other hand, if your workforce isn’t called to be involved in the life of the organization and thinks it’s a terrible place to work, there’s a good chance this is the fault of its leaders.

Leadership behavior is the single most important factor in determining whether employees who work for the organization will ever truly be creative. The capital resources, the best distribution systems, the best products don’t demonstrate creativity. No, it is demonstrated by the leaders’ ability to stimulate fair and open communication. None of it makes any difference if leaders don’t support the employees’ ability to suggest improvement.

To solve any challenges, your organization should tackle them from the bottom up. Employees see things that leaders take for granted.

If you consider yourself a leader, take a look in the mirror and ask yourself, “I wonder what the employees think of what I am doing now. What do they think of what I approved or endorsed?” You may be surprised by the answers. Simply put, implementing ideas coming from the workforce is instrumental to the success—short-term and long-term—of any organization.

Only one future is likely for the company that fails to develop ideas or approach problem solving from the grass roots level: eventual collapse.

The odds of creating a break-through product idea that will meet the organization’s marketplace objectives are statistically 1 in 100. On average, fewer than 25% of product proposals become a reality if the ideas come from the top down. Product ideas stimulated from the ground up have a greater chance of success. This creative balance also goes a long way in boosting morale.

Most new-product ideas are merely line extensions. By evaluating new ideas negatively and failing to envision the actual concept, organizations become skilled at making versions of someone else’s initiative. Consumer views of these efforts are dim at best, and the product will languish. But, if the consumer knows where the idea came from—the grass roots level, I hope—then the product has a greater chance of success.

When workers are encouraged to be creative, organizations reap the benefits. This represents true teamwork, with the coach and team being on the same playing field. Leaders need to be on the field, not in the press box.

February 3, 2010

There are many options for getting textiles from Point A to Point B, whether the trip is 10 feet or 10 miles. Last week, we looked at carts and trucks. This week, we tackle material-handling systems and delivery vehicles.

MATERIAL-HANDLING SYSTEMS

Conveyors, shuttles, rail systems and many other devices are designed, and often custom-made, to help laundries get their goods through the system quickly and easily.

October 22, 2008

ALEXANDRIA, Va. — Growth in the healthcare market will only increase as baby boomers age, and the Textile Rental Services Association (TRSA) wants to help healthcare laundry operators learn how to capitalize on these burgeoning business opportunities.

The Westin Casuarina Las Vegas Hotel, Casino & Spa will host the Nov. 6-7 2008 Healthcare Seminar, presented by TRSA and the American Reusable Textile Association (ARTA).

July 24, 2007

ALEXANDRIA, Va. — St. Louis will host the annual Joint Committee Meeting (JCM) of the Textile Rental Services Association of America (TRSA), a free, members-only event that TRSA promises will include opportunities for education, training and networking. 

Sixteen educational sessions highlight the Sept. 18-20 meeting at the four-star Hyatt Regency. For the first time, it will feature distinct educational tracks for healthcare, industrial/dust control and linen supply to address contemporary issues facing operators in each segment.