Content about vice president

FRANKFORT, Ill. — Rocco Romeo, CEO of HLS Linen Services, Ottawa, Ont., was elected president of the Healthcare Laundry Accreditation Council (HLAC) during the organization’s recent 2013 elections.

Other officers for the year are Chuck Rosmiller, Crothall Laundry Services, vice president; Robert Potack, Unitex Textile Rental Services, secretary/treasurer; Nancy Bjerke, BSN, RN, MPH, CIC, Association for Professionals in Infection Control and Epidemiology (APIC), immediate past president; and Bradley J. Bushman, Standard Textile Co., director-at-large.

Myles Noel, COMTEX, and Neil Pascoe, RN, BSN, CIC, Texas Department of State Health Services, were elected to the HLAC Board of Directors for the first time. They join the following directors who are continuing their terms into 2013: Gregory Gicewicz, Sterile Surgical Systems; Sandra J. Hensley, RN, MSEM, BSN, CIC, University of Toledo Medical Center; Rick Kislia, Crescent Laundry; and John Scherberger, CHESP, Healthcare Risk Mitigation Inc.

“HLAC made significant progress in many different areas this past year,” says Romeo. “Thanks to a strong, dynamic board and leadership team, HLAC continued to grow, ensuring its presence as the premier accrediting body in the healthcare laundry industry.”

The new HLAC Standards (including the introduction of Part III, Surgical Pack Assembly Room Standards for the Operating Room), were successfully implemented, the organization reports.

There are more than 170 accredited HLAC laundries in the United States, Canada, Mexico and Israel, and the organization plans to pursue additional opportunities in other countries.

“Laundries seeking accreditation do so voluntarily and demonstrate their commitment to healthcare customers and patients by promoting a culture of excellence and continuous process improvement,” Romeo says.

HLAC is planning a series of webinars this year that will assist laundries seeking accreditation and will promote patient safety and infection control.

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

I grew up in Charlotte, N.C., with two loving parents. I have an older sister and a twin brother, and our parents instilled in us the value of hard work, education and moral character, which shaped the adults we are today.

I get my competitive spirit from playing sports throughout my early years. I graduated from Mars Hill (N.C.) College in 1993 with a bachelor’s degree in business. I reside in Orlando, Fla., with my wife, Lisa, and our daughters Taylor and Jordan.

As regional vice president for Steiner-Atlantic Corp., I am responsible for sales and service in the central Florida market. Steiner-Atlantic, founded in 1959 by William Steiner, is a large laundry, boiler and dry cleaning equipment, parts and service distributor, with its core business in Florida and the Caribbean.

Upon graduating from college, I set out on my path to a successful sales career by working for Controlled Motion, a small company selling power transmission to equipment OEMs and end-users. My mentor, Tony Harris, taught me the importance of listening and recognizing what my customers needed. I owe much of my success to him.

After working for him for five years, my journey shifted to selling textile sock dyeing and packaging equipment. This move led to my start in the laundry business, when David Carter hired me to cover the central Florida territory for Wink Davis Equipment Co. in 2001. Upon completing my training, I relocated from Charlotte to Orlando. In 2004, when Wink Davis closed its doors, another door opened for me with Steiner-Atlantic.

Mike Steiner, our president and CEO, brought me on board to continue servicing our central Florida market. At Steiner-Atlantic, we provide customers with turn-key solutions from design-build to equipment sales, installation, start-up and training, with continued parts and service.

I am honored to have received many sales accolades, including Chicago Dryer’s “Rising Star” and “Heavy Hitter” awards, and multiple Pellerin Milnor “Key Man” awards. This past year, I also received our local Association for Linen Management chapter’s Allied Tradesman of the Year award.

I look forward to the challenges of 2013, and hope that you will find some of the articles that I participate in to be informative and helpful.

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

I am the operations manager for an independent industrial laundry located in the San Francisco Bay area. Starting in 1980, delivering linens and mats to the mining industry of northern Minnesota, I have held management positions in sales, service, production and administration. The position of operations manager suits me well, as it affords me an opportunity to interact and direct all departments while drawing on a vast wealth of experience.

Golden West is a family-owned, independent laundry with six routes serving the San Francisco Bay area. Like most laundry companies, there is a real challenge in finding and establishing long-term employees. However, by creating procedures designed to empower employees, Golden West has created a strong retention program.

The last few years of economic belt-tightening has had a profound effect on our industry. Adapting to an ever-changing economy requires reviewing and modifying policies, procedures and practices.

While identifying key areas for profit and setting practical cost-cutting measures in 2012, Golden West experienced one of its most successful years for growth and profit. I am excited about the opportunities in 2013, and enter into the new year with the understanding that change is more than a mindset.

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

My background is in education, nursing and quality. I started working for North Mississippi Medical Center (NMMC) in the Education department in February 1988. Via scholarship, I received my associate degree in nursing from Itawamba Community College in June 1991, and my bachelor of science degree in nursing from the Mississippi University for Women in May 1996. During this time, I worked full-time as a staff nurse, charge nurse and in administration. NMMC has been instrumental in helping me achieve my educational goals and to grow within the organization.

In 1997, I became a clinical liaison for Materiel Management and served as a clinical resource for purchasing, sterile processing, laundry, nursing, surgery, etc. I worked with nursing to develop linen specifications, determine best practice, develop utilization programs, develop linen awareness/use and misuse recommendations, and implement staff development programs. In 2012, we implemented a successful linen-reject program that utilizes the end-user to help improve quality by removing unacceptable linen items at the point of use.

I’ve researched staining concerns, as well as ozone applications in laundry (NMMC was one of the first U.S. facilities to place an ozone system on a CBW®); provided education on topics that include bed bugs, safety, infection control, etc., at a local and national level; and have written articles for NMMC’s bimonthly Check-up magazine.

I was asked to take on the role of laundry director in February 2008. To become better informed, I turned to the American Laundry and Linen College (ALLC) in Richmond, Ky. I received my CLLM certification from the Association for Linen Management (ALM) in July 2008 and my RLLD certification in March 2012. I serve as president of the association’s Tri-State Chapter, administrative secretary on its national Board of Directors, member of its Scholarship and Membership committees, ALLC facilitator for fall 2012, and as a member of a variety of focus groups on a wide range of projects.

Challenges abound in the linen industry. Though it’s truly a manufacturing process, this industry has its own niche.

One universal challenge has been the implementation of the latest Association of Perioperative Registered Nurses (AORN) recommendations regarding reprocessing scrub apparel. NMMC had been successfully home laundering for years. Processing the scrubs added more than 17 hours of labor to our work day but we received no additional FTEs. Implementing lean processing concepts, learning how other laundry plants were succeeding, and networking with many industry experts has allowed us to adjust and conquer. We’re now researching anti-wrinkling technology and automated scrub-processing equipment.

Another challenge is having to process 6-7 million pounds per year using older, poorly maintained laundry equipment in an older, poorly designed facility. Fortunately, I work for a company that focuses on quality and customer service (currently the only two-time healthcare winner of the Malcolm Baldrige National Quality Award, in 2006 and 2012) and understands the need for an educated, well-trained staff, state-of-the-art equipment and lean processing concepts.

We’ve been able to slowly replace outdated equipment, and are planning a modern, state-of-the-art, energy-efficient (possibly LEED-certified) facility with pack room and sterilization capabilities. Our goal is to efficiently process 15 to 20 million pounds of linen per year, with plans to begin operations within the next 18 to 24 months.

In an uncertain future, survival will depend upon our ability to continue to develop and implement best practices, forward “out-of-the-box” thinking, and lean concepts in an effort to become a truly lean, green washing machine.

Tomorrow: Introductions to representatives of the consulting services, hotel/motel/resort and commercial laundry sectors...

SHAWNEE MISSION, Kan. — The International Association for Healthcare Textile Management (IAHTM) has announced its officers and board of directors for 2013. Officers include:

• President Ed McCauley, United Hospital Services, Indianapolis, Ind.
• Vice President Deborah Lark, Portland Hospital Service Corp., Portland, Ore.
• Education Officer Rocco Romeo, Ottawa Regional Hospital Linen Service Inc., Ottawa, Ontario
• Treasurer Paul Seigel, Kingston Regional Hospital Laundry Inc., Kingston, Ontario
• Past President John Sealey, London Hospital Linen Services, London, Ontario
• Past President Chas P. Olin, Virginia Hospital Laundry Inc., Richmond, Va.

The IAHTM Board of Directors includes three members from the United States and three from Canada. U.S. directors are Myles Noel, COMTEX, Columbus, Ohio; Mark Smoyer, Shared Hospital Services, Portsmouth, Va.; and Duane Houvener, Michigan Shared Hospital Services, Grand Rapid, Mich.

Canadian directors are Janice Desautels, WRHA, Winnipeg, Manitoba; Colin Lyon, Mohawk Shared Services Inc., Hamilton, Ontario; and Stephen Marois, Alberta Health Services, Red Deer, Alberta. Nancy Jenkins is executive director, based in Shawnee Mission, Kan.

IAHTM is composed of CEOs who run laundry cooperatives. The group is a buying cooperative and hosts two education meetings a year: a Spring Education Conference that provides training for staff and an Annual Membership Conference that provides education for members, as well as networking. Banff Springs Resort in Alberta, Canada, will host IAHTM’s next Annual Meeting in August.

For more information, contact Nancy Jenkins, nancy@iahtm.com, or visit the association’s website, www.iahtm.com.

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.

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KANNEGIESSER PROMOTES HART TO EXECUTIVE VICE PRESIDENT

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

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

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

TURN-KEY INDUSTRIAL ENGINEERING HIRES BERNSTEIN AS SENIOR VP

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

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

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

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

TINGUE, BROWN & CO. PROMOTES LAVIGNA TO PURCHASING DIRECTOR

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

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

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

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

VENUS GROUP HIRES INDUSTRY VET MCBRIDE AS SALES MANAGER

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

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

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

G.A. BRAUN ADDS SLETTE TO FINISHING EQUIPMENT TEAM

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

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

Lavatec Laundry Technology Hires Washbrook as VP of Operations

BEACON FALLS, Conn. — Lavatec Laundry Technology continues to expand company resources with the addition of Tom Washbrook as vice president of operations.

Washbrook brings 40 years of industrial laundry experience in multiple disciplines, including machinery manufacturing, facilities and process design, construction management, laundry plant operations, equipment sales management and marketing.

His activities within the laundry community have spanned the globe, as he has provided various sales and technical services throughout North America, Central America, the Middle East, Asia and the South Pacific, the company says.

Fesmire Jr. Returns to Ellis Corp.; Mundt Also Joins Company

ITASCA, Ill. — Bob Fesmire Jr. has returned to the staff of Ellis Corp. in the newly created position of vice president of customer support. Joining him will be Craig Mundt, recently hired as director of customer support, also a new position.

Fesmire worked 13 years for Ellis, rising to vice president and chief operating officer, before leaving to work for Ecolab as corporate account manager and business improvement/SAT lead.

“I am thrilled to have Bob back in the organization,” says Bob Fesmire Sr., president/CEO of Ellis and Bob Jr.’s father. “This business is his passion, and we are very happy that he has returned. Bob will be heading a newly reorganized customer service group to place a stronger emphasis on our customer visibility within our organization.”

Mundt brings more than 30 years experience in sales, service and marketing in the laundry industry. Most recently, he was vice president of sales for Amko America. He is a former president of C&W Equipment, capital equipment manager at ARAMARK, and vice president of sales and marketing for American Laundry Machinery.

“With his years of industry experience on the consultant, customer and supplier side, he is a perfect fit,” Fesmire Sr. says of Mundt.

Tingue, Brown Appoints Bridge as Sales Representative in Northeast

SADDLE BROOK, N.J. — Tingue, Brown & Co. has appointed Jamie Bridge as sales representative serving the growing region of Massachusetts, Maine, New Hampshire and Rhode Island, the company says.

Bridge brings 22 years of laundry experience to his new assignment. Most recently, he spent eight years as general manager of a group laundry for a Boston-based restaurant chain. This operation processed and delivered table linen and uniforms to restaurants all along the East Coast.

“I’m very pleased to have Jamie Bridge join the Tingue, Brown team,” says Mitchell Strauss, Tingue’s North Region sales manager. “His decade-long experience in the laundry industry will strengthen our ability to serve our New England customers.”

Bridge lives in Dracut, Mass., with his wife and two children. In his spare time, Bridge coaches youth sports and has served on the board of directors for Dracut’s youth football program.

IPA Hires Hawthorne as Marketing Specialist

DULUTH, Ga. — Innovative Product Achievements (IPA) has added Kera Hawthorne, marketing specialist, to its expanding team. Her responsibilities are to evaluate, develop and execute on marketing initiatives relative to the mission of the organization, the company says.

Hawthorne has considerable experience overseeing marketing strategies, with recent experience at SunTrust Bank and a large consulting firm within the Manpower Group, says the maker of automated scrub suit and linen dispensing systems for the healthcare market.

Hawthorne is a graduate of Columbia College Chicago with a degree in marketing communications. She has also served on the American Marketing Association Young Professionals committee as the chair of graduate student recruitment.

FALL RIVER, Mass. — Following three years of ownership by Stonebridge Partners, American Dryer Corp. (ADC) has named Joe Bazzinotti its new president and CEO, the company says. Bazzinotti has brought four years of positive change to ADC while playing a number of vital roles, including vice president of operations, chief operating officer and president.

“We have gained a tremendous amount of respect for Joe and his exceptionally capable management team,” says David Schopp, a partner in Stonebridge Partners, a New York-based private equity firm. “We believe that ADC is well positioned to take full advantage of the rebounding economy and look forward to renewed growth in the business.”

GRAND PRAIRIE, Texas — Don Rakow Jr. has joined the staff of Kannegiesser USA as project engineer, the company says.

He comes to Kannegiesser with more than 10 years of project engineering experience.

His background ranges from performing single machine installations to total plant design and machinery installation. His projects have taken him around the world to locations in South America and Asia, which will serve him well with the company’s German manufacturing and North American installations, Kannegiesser says.

Rakow Jr. has a bachelor of science degree in industrial engineering from the University of Texas at Arlington. He is also a registered professional engineer.

New textiles that can improve comfort and reduce cost are taking the show by storm, as is an array of new finishing and ironing systems. Wow! Great show so far.

Ken Tyler is the vice president of government operations for Georgia-based Encompass LLC. His Veterans Affairs laundry management is what he is primarily known for in the industry.

SYRACUSE, N.Y. — Industrial laundry equipment manufacturer G.A. Braun recently installed a new call-management software system to establish new levels of customer service through its Service Support Help Desk.

“Our goal is to improve customer response time, increase customer satisfaction and improve communication both internally and externally,” says David Clark, Braun’s vice president of after-market operations. “This is a resolution system—a question-and-answer process solution.”

SHAWNEE MISSION, Kan. — The International Association for Healthcare Textile Management (IAHTM) hosted its 41st Annual Meeting earlier this year and announced its officers and board of trustees for 2011.

NEW YORK —Cintas Corp.’s new washable tuxedo earned the company the Editors’ Choice Award for “Green Guest Amenities” on Sunday during the opening of the International Hotel, Motel + Restaurant Show (IHMRS).

The single-breasted tuxedos for men and women are partially composed of recycled polyester fibers woven from recycled plastic bottles and are machine-washable.