American Laundry News - February 2014

Atlas, Alliance officially become Clarus Linen Systems

BUFFALO, N.Y. — Atlas

Linen Healthcare Services and Alliance Laundry and Textile Services officially became Clarus Linen Systems Jan. 21.

The company, which provides linen management services to healthcare clients in six states from nine production facilities, selected the name Clarus from the latin word for “clear” to represent the quality of its reusable linen products and its commitment to providing clear thinking about efficient patient care, according to Clarus CEO John Giardino.

“We chose Clarus as our new name because it reflects our mission—clear thinking about services that enhance patient satisfaction delivered by a system that allows our clients to manage their costs efficiently,” explains Giardino.

The company’s rebranding is more than just a name change, he notes.

“We want to partner with our healthcare clients to provide the best experience for patients and to manage costs for better financial results.”

Clarus Linen Systems provides linen management systems to healthcare institutions throughout the Northeastern and Southern United States.

Winner of a 2013 SafeTRSA Innovator Award, Clarus has more than 1,200 employees serving markets in South Carolina, Georgia, eastern Tennessee, Pennsylvania, New York, and Ohio. ALN

BY NANCY JENKINS

MISSION, Kan. — It’s a miracle really. Each day, modern laundries receive millions of pounds of dirty healthcare linen, wash it, and within 24 hours deliver clean linens back to their customers—hospitals, outpatient surgery centers, clinics and nursing homes—365 days a year in some cases, rain or shine.

The reliability of the textile services industry is such that it can be compared to utility companies that provide clean water or electricity. Customers need the product and expect uninterrupted service, but nothing upsets things more than a price increase! One could say customers take linen for granted. Providers are so good at what they do, and so reasonably priced, linen service has become “commoditized.” And therein lies the problem.

As 2014 begins, it is imperative to educate users on the proper handling of soiled healthcare linen and the value in doing so. Why now?

In an era of escalating costs and shrinking budgets, healthcare facilities inadvertently spend hundreds of millions of dollars each year to replace linen that is thrown away as trash or infectious, “red bag” waste. They then pay waste haulers to dispose of said trash in the nation’s landfills. The culprit? Lack of education.

The good news: There is a solution. We human beings have the ability to talk, listen and learn. We can change our behavior.

The bad news: It won’t be easy. As human beings, we tend to resist change. Our old habits die hard.

DEFINING THE PROBLEM

Because linen is typically undervalued by end-users, a substantial amount winds up in the trash. Because handling procedures for soiled

TRSA-member safety data betters industry’s as whole

ALEXANDRIA, Va. —

Comparing Textile Rental Services Association members’ workplace safety performance metrics with recently released incident rates for the textile services industry as a whole indicates that members are benefiting substantially from TRSA efforts to foster enhanced safety management practices, the association reports.

Industrywide, 2012 incident rates calculated by the federal Department of Labor are as much as 65% higher than those of TRSA members in the same year.

Data published in January by the U.S. Bureau of Labor Statistics (BLS, a Labor Department agency) covering the entire linen and

uniform supply (LUS) business contained noticeably higher rates than the TRSA survey of members taken earlier this year:

• LUS total reported incident rate (TRIR) of 6.2 incidents per 100 full-time workers vs. 5, or 24% higher.

• LUS days away from work, reassignment and transfer (DART) rate, 4.4 per 100 fulltime workers vs. 3.5, or 26% higher.

• Industrial laundry segment of LUS: TRIR, 6 vs. 4, or 50% higher.

• Industrial laundry, DART, 4.3 vs. 2.6, or 65% higher. Especially in the last decade, with the introduction of SafeTRSA

Linen Distribution

Take note and investigate alternatives to traditional methods.

online safety training resources, TRSA has enhanced member interaction on workplace injury and illness issues.

“We are pleased with our members’ response to TRSA efforts to foster enhanced safety management practices, and our annual survey has quantified their success,” says TRSA President and CEO Joseph Ricci. “Our track record of incident reduction indicates we continue to reduce risk and make headway in achieving zero-injury workplaces.”

From 2008 to 2012, TRSA survey respondents’ TRIR fell 36% and their DART rate dropped 33%. It’s ambitious given LUS companies’ heavy-duty machinery

and steep manual material-handling requirements in laundries and on the road making deliveries and pickups. The TRIR for all U.S. industry is 3.4, about one-third less than TRSA’s. In manufacturing, which faces safety challenges similar to those of large-scale laundering, TRIR is 4.3, only about 14% less.

Two years ago, TRSA introduced an annual Safety Summit meeting for industry executives to collaborate on new solutions to persistent risks such as driver safety, ergonomics, blood-borne pathogens and hazard communication. The 2014 summit is scheduled for June 18-19 at the Omni Nashville (Tenn.) Hotel. ALN

Panel of Experts

Two trade associations are developing an industry education campaign to create greater awareness on the proper handling of healthcare linen soiled with blood or bodily fluid, much of which is being thrown away as trash or infectious, “red bag” waste.

Survey: Attracting business, building on quality staff among top 2014 priorities

CHICAGO — More than half of laundry/linen operators polled say 2013 was a “good” year for their operation/business (53.9%), according to January’s American Laundry News Your Views survey.

A quarter of respondents (25.0%) report that the past year was “average,” while roughly 12% say it was “great.” A small percentage reports 2013 performance was “below average” (9.2%), while there were no responses describing the year’s results as “poor.”

Regardless of their rating, the majority of respondents (82.9%) say the past year turned out as they expected for their operation/business, while 14.5% say it wasn’t what they expected. Only 2.6% were undecided.

Roughly 67% of respondents say they were able to accomplish “some” of their 2013 goals, while 27.6% say they accomplished “all” of their goals. Equal shares of 2.6% say they either “didn’t accomplish any” goals, or set no goals at all.

“Our volume remained high, and the production was high and climbing all year,” says one operator, regarding the best thing that happened to his/her operation/business in 2013.

“[We] improved personal laundry services to the residents,” says another. “Less complaints, more positive feedback.”

While some operators were able to build a new facility, others listed operational improvements, such as trimming utility expenses and boosting employee morale, as the best thing that happened to their business last year.

In terms of the “worst” thing to happen, one operator says, “Mechanical breakdowns are always scary, and we had some interruptions.”

“Besides reduced poundage, we lost a few longtime clients to unfair competition,” says another. “Certain EVS companies are expanding into the laundry business. … They have an unfair advantage of seeing our pricing, and then having the opportunity to offer lower pricing just to get the business.”

A majority of operators are looking to “market service to attract more business” in 2014 (23.7%), while 21.1% plan to “build on quality staff.”

Other operators report their top 2014 business priorities are to “increase productivity” (15.8%), “add or replace equipment” (11.8%), “improve distribution or route management” (7.9%), or “create greater energy savings” (6.6%).

Another 13.2% of respondents listed other business goals, such as “[increasing] quality of final product,” adding capacity/expanding their facility, or reducing cost.

More than half of respondents (56.0%) believe they stand a “good chance” of accomplishing their 2014 business goals, while 28.0% say they will “accomplish it, without a doubt.” Roughly 11% believe they only have a “50/50” chance. Smaller shares believe they have a “slim chance” (4.0%) or “no chance” (1.3%) of reaching their goals.

While the Your Views survey presents a snapshot of readers’ viewpoints at a particular moment, it should not be considered scientific.

Subscribers to American Laundry News e-mails are invited to take the industry survey anonymously online each month. Managers and administrators of institutional/OPL, cooperative, commercial and industrial laundries are encouraged to participate, as a greater number of responses will help to better define operator opinions and industry trends. ALN

Design/build firm at work on new projects

OAKBROOK TERRACE, Ill.

— ARCO/Murray National Construction Co.’s Laundry Division recently started three new projects, the company reports.

They include a 75,800-squarefoot facility for Arrow Linen Supply Co. in Garden City, N.Y.; an 88,000-square-foot facility for Admiral Linen & Uniform Service in Houston, Texas; and a 60,150-square-foot facility for Crothall Laundry Services, Manteca, Calif.

The Arrow Linen and Admiral Linen projects involve existing building retrofits. The Crothall project is new construction.

All three projects are complete design/build solutions, including architectural and engineering services, permitting, construction, equipment installation, and process utility work.

It will be ARCO/Murray’s first project with Arrow Linen and Admiral Linen, and its third with Crothall. ALN

Publisher

Charles Thompson

Phone: 312-361-1680

E-Mail: cthompson@ americantrademagazines.com

Editorial Director

Bruce Beggs

Phone: 312-361-1683

E-Mail: bbeggs@ americantrademagazines.com

Digital Media Director

Nathan Frerichs

Phone: 312-361-1681

E-Mail: nfrerichs@ americantrademagazines.com

Production Manager

Roger Napiwocki

Contributing Editor Jean Teller

Editorial Assistant Carlo Calma

Advertising Sales

National Sales Director

Donald Feinstein

Phone: 312-361-1682

E-Mail: dfeinstein@ americantrademagazines.com

Office Information

Main Phone: 312-361-1700 Fax: 312-361-1685

Subscriptions

630-739-0900 x100 www.americanlaundrynews.com

American Laundry News (ISSN 1091-9201) is published monthly. Subscription prices, payment in advance: U.S. & possessions, 1 year $39.00; 2 years $73.00. Foreign, 1 year $89.00; 2 years $166.00. Single copies: U.S. & possessions $7.00; Foreign $14.00.

Published by American Trade Magazines LLC, 566 West Lake Street, Suite 420, Chicago, IL 60661. Periodicals postage paid at Chicago, IL, and at additional mailing offices.

POSTMASTER, Send changes of address and form 3579 to American Laundry News, Subscription Dept., 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Volume 40, number 2. Editorial, executive and advertising offices are at 566 West Lake Street, Suite 420, Chicago, IL 60661. Charles Thompson, President and Publisher. American Laundry News is distributed selectively to qualified laundry and linen management and distributors in the United States. No material appearing in American Laundry News may be reprinted without written permission. The publisher reserves the right to reject any advertising for any reason.

© Copyright AMERICAN TRADE MAGAZINES LLC, 2014. Printed in U.S.A.

MEMBERSHIPS

It did everything they said it would and more.”

– Jerry Fry, Service Linen Supply

“

Jerry Fry, Service Linen Supply

How safe is your workplace?

several reports of shootings at U.S. colleges (a news topic I follow closely, as my daughter is a college freshman living on campus) in recent weeks, coupled with reports of security threats surrounding this month’s Winter Olympics in Sochi, Russia, should serve as reminders that we must be vigilant at all times.

Institutional and industrial laundries are certainly not immune to the threat of violence.

Many instances of workplace violence are committed by robbers, according to U.S. Department of Labor data, but a sizable share is caused by coworkers or former employees.

From The Director’s Chair BRucE BEGGs

When was the last time you reviewed your company’s workplace safety procedures?

Does your business or institution have security personnel on

duty? What procedures must someone follow to gain access to your plant, or can someone walk in off the street? If an armed individual entered your business, would you know immediately where to go and what to do?

I’m not suggesting that we should all be working behind bulletproof glass and carrying assault rifles (unless, perhaps, you work in a prison), but your employees count on management to provide them with a safe working environment.

Take a few minutes today to review the safety procedures that, when followed properly, could save lives. ALN

General Linen acquires Savoy Linen from Swisher Hygiene

SOMERSWORTH, N.H. — General Linen Service Co. has acquired Stratford, Conn.-based Savoy Linen Service from hygiene and sanitizing products and services provider Swisher Hygiene Inc., the company reports.

Swisher Hygiene completed the sale of its Savoy Linen Service operations in mid-December for $2.3 million in cash plus purchased accounts receivable.

“We are pleased to have completed the sale of a portion of our non-core assets held for sale, and the cash received from the sale will be used to fund our exist-

ing core operations,” says William M. Pierce, president and CEO of Swisher. “We are currently in substantive discussions regarding the remainder of our non-core assets held for sale and will announce any additional sales in due course.

“In the meantime, our focus remains squarely on maximizing customer satisfaction through providing best-in-class service, gaining new business and further improving our overall cost structure.”

Regarding its acquisition of Savoy Linen Service, General Linen Service Co. Vice President and COO Chris DeSaulnier says,

“With the loyalty and support of our customers, we have continued to grow and expand our service area, and this strategic acquisition provides us with increased production and service coverage and support for our southern New England customer base, an additional state-of-the-art processing facility, and expands our footprint into the New York, New Jersey and Connecticut markets.”

“We warmly welcome all Savoy Linen Service customers and employees, and look forward to working with them moving forward,” adds DeSaulnier. ALN

RLLD

achieving energy reduction via textile products

my major project for 2014, I have decided, is to research and purchase more energy-efficient textile products for my laundry and customers. In starting this research, I am not willing to sacrifice any of the current linen features that my customers like.

For example, I have tested a sample of a high-polyester bath blanket (75% polyester/25% cotton), but find that the hand is too abrasive. I currently purchase a 50% polyester/50% cotton bleached bath blanket. I will continue to look for a higher-content bath blanket that has the hand that my customers expect.

I am getting ready to test a 100% polyester fitted sheet to replace my knitted fitted sheet that is 55% polyester. This sheet can be handled like a knitted fitted sheet, has a nicer hand, and since it is woven, it should be resistant to holes caused by pins and clips.

I am also looking for a higher-polyester-content spread blanket. My current blanket is 50% polyester and 50% cotton. I understand that there are several blankets on the market for me to review.

My newfound interest in energy-efficient textiles is based on a fourfold desire to reduce costs in some areas.

The first cost I want to reduce is the energy I use to effectively clean and dry my textiles per pound. The higher the polyester content, the less the moisture retention and the less energy it will take to process the linen.

The second consideration is to increase hourly output from tunnel washers without having to add additional equipment. Most tunnel washer systems are limited by the number of dryers and the product mix passing through the laundry. If I can reduce the drying times on three key items representing 40% of my workload, the time saved will translate into increased production.

thE FiRst cost i want to REducE is thE EnERGy i usE to EFFEctivELy cLEan and dRy my tExtiLEs pER pound. thE hiGhER thE poLyEstER contEnt, thE LEss thE moistuRE REtEntion and thE LEss EnERGy it wiLL takE to pRocEss thE LinEn.

The third goal is to reduce the linen replacement rate on these items by purchasing items with a longer useful life. I may need to spend a little more to begin with to purchase these new items. These initial purchase costs should be offset in the long run by increased productivity, decreased energy costs and decreased linen-replacement costs. The energy savings will not be available until a majority of the items in the system in each category are the new higher-polyester items. The same will be true for increased tunnel production. The number of items being replaced will continue at the current rate until the older items have worked their way through the system.

•

•

•

•

• In Memoriam: Rod Stutler,

Columnists/Features

•

• Panel of Experts: What Records Should We Keep, and Why?

• Designing Success: ARCO/Murray, for Goodwill Industries of So. Fla.

• Designing Success: Maytag Comm. Laundry, for Shriners Hospital...

• OPL 101: Designing an On-Premises Laundry Room

•

•

From AmericanCoinOp.com:

• Investing in Long-Term Laundromat Success

• When the Taxman Comes

My fourth goal is to reduce the amount of lint I generate in my laundry. Bath blankets, thermal spreads and knitted sheets are responsible for a majority of the lint that is produced. Reducing the amount of lint will create a safer, cleaner work environment.

I will carefully evaluate possible alternatives for these products and others during 2014. The goal is to find products that meet or exceed a patient’s needs while helping to reduce energy costs; increase tunnel productivity; have the potential to reduce replacement rates; and reduce lint generation. I look forward to an interesting and exciting year.

Eric Frederick is director of laundry services for Carilion Laundry Service, Roanoke, Va., and a past president and manager of the year of the Association for Linen Management. You can reach him by e-mail at efrederick@carilion.com.

COLUMNIST AT LARGE Eric L. Frederick,

Textiles

healthcare linens are often misunderstood, linens may be disposed of as red-bag or regulated medical waste (RMW).

Healthcare laundry operators belonging to two trade groups, the Association for Linen Management (ALM) and the American Reusable Textile Association (ARTA), estimate that annually as much as 25% of their linen exits client locations as RMW. A survey conducted last summer of 200 nurses and healthcare professionals at five U.S. healthcare systems revealed that 95% had recently disposed of at least one linen item as red-bag waste.

In researching why soiled linen is winding up as red-bag waste, one factor becomes glaringly clear. Namely, among healthcare professionals there is widespread confusion over Occupational Safety & Health Administration (OSHA) regulations on the proper handling of healthcare linen contami-

nated by blood or bodily fluids. This confusion has caused many healthcare facilities to develop overly cautious policies and train staff to dispose of contaminated linen as red-bag waste.

OSHA CLARIFIES: LINEN IS NOT REGULATED WASTE

Once it was understood that many end-users don’t understand what is or isn’t RMW, ALM and ARTA asked OSHA to clarify proper protocols for handling healthcare linen soiled with blood or bodily fluids. OSHA responded with a “Letter of Interpretation (Oct. 29, 2013).”

OSHA regulations specify that any linen saturated with blood or other potentially infectious materials (OPIM) should be placed in impermeable bags. A facility’s laundry provider then picks up the bagged contaminated linen, washes the linen, and delivers clean linen back for additional use.

OSHA’s letter of interpretation affirms these protocols for handling contaminated linen and goes further to specify that bags used to collect contaminated linen must be correctly labeled as containing

biohazardous waste. Specifically, OSHA’s letter states: “The definition of ‘regulated waste’ does not include contaminated linens that will be laundered and reused.” 29 CFR 1910.10330(b). The word “waste” is defined as “garbage” or “trash.” Webster’s II New College Dictionary, 1995, p.1247 (definition 6).

Armed with OSHA’s recent letter, both associations are developing an industry education campaign to create greater awareness on the proper handling of linen soiled with blood or bodily fluids. In addition to sharing the information with healthcare associations and facilities, ALM and ARTA have developed teaching tools and posters to help launderers educate healthcare clients on the correct and less costly method for handling contaminated linen.

ONGOING EDUCATION IS THE ANSWER

“So many people in a healthcare environment touch linen, and unfortunately there is a huge lack of awareness regarding best prac tices for linen,” says Janet Howard, director of Facility Engagement

ARTA to host annual education conference in Orlando this month

MISSION, Kan. — The American Reusable Textile Association (ARTA) will present its 2014 Education Conference Wednesday through Friday, Feb. 26-28, at the Orlando (Fla.) World Center Marriott Resort. This year’s focus is The Challenges and Opportunities of Marketing and Processing Reusable Textiles.

The day-and-a-half agenda includes sessions on accreditation versus certification, a new life-cycle assessment on incontinence products, as well as strategies and tactics to leverage the Occupational Safety & Health Administration’s new ruling on redbag waste for significant reduction in linen losses.

“There are many education programs for laundry operators, but if you are serious about providing healthcare linen services on any scale, this is a must-attend event,” says ARTA President Ed McCauley of United Hospital Services, Indianapolis. “Since 1982, ARTA has offered education and support for healthcare laundry executives, especially regarding surgical textiles.

“We’re the experts and are happy to share our knowledge, whether you process 1 million or 30 million pounds a year, operate a for-profit or not-forprofit laundry, or just want to begin offering healthcare textile services.”

ARTA’s conference is open to members and nonmembers, as well as all sister associations.

A Welcome Reception kicks off the conference Wednesday night (an optional plant tour of Disney’s laundry facility is offered Wednesday afternoon). The education program starts Thursday, with sessions running all day, and includes a group lunch. Attendees can mingle and network that evening during the Sponsors Reception. The program ends at noon Friday, and ARTA will host a golf outing that afternoon.

Notable on this year’s agenda are:

• A panel discussion between leaders of the Healthcare Laundry Accreditation Council (HLAC) and the Textile Rental Services Association (TRSA) about the differences between, and benefits of,

accreditation vs. certification.

Representing HLAC is Rocco Romeo, CEO of HLS Linen Services, Ottawa, Canada. TRSA CEO Joe Ricci will represent his organization’s Hygienically Clean Certification for healthcare laundries. Each organization will provide an overview of their programs and take questions from the audience. McCauley will moderate the session.

• Presentation of a new life-cycle assessment (LCA) on reusable incontinence pads. Anyone offering reusable incontinence products knows they are a prime target for competitors offering disposable options, ARTA says. The goal of this LCA was to quantify the environmental impact and economic performance of reusable incontinence pads in comparison to single-use disposable products.

BASF, an expert in Eco-Efficiency Analysis (EEA), conducted the LCA study in conjunction with Vintex, a manufacturer of reusable incontinence pads, ARTA says.

BASF’s EEA is a holistic methodology validated by NSF International that looks at a product’s environmental impact in proportion to its cost-effectiveness. Preliminary findings show that, in comparison to a standard disposable incontinence pad, the domestically produced reusable loose-back vinyl alternative uses 75% less energy consumption over the entire life cycle, uses 80% less raw materials, and creates 85% less emissions.

• An update on the ARTA/Association for Linen Management (ALM) red-bag waste initiative, along with examples of how laundries have successfully reduced the amount of linen disposed of as redbag waste.

Examples of topics to be included in the twoday education program include the future of infection control, an update on cotton/textile supply, the business environment for reusable textiles, and how to manage and control linen use and loss.

For more information, a complete agenda or to register online, visit www.arta1.com ALN

for Practice Greenhealth.

Practice Greenhealth (PGH) is a nonprofit organization formed to help hospitals reduce their environmental footprint, increase operational efficiency, and improve patient care. PGH has 1,200 member hospitals.

“The key is to provide ongoing education. You can’t just say it once; you need a person on-site who will champion the program, and you’ve got to continually repeat your message. People are human. They forget or may resist a change. Plus, you always have employee turnover, and new staff to train,” she says.

If education is the answer, how to begin? In a nutshell, share information on the correct handling of soiled linen with key stakeholders; gain their buy-in; educate them, other management and all staff; provide incentives; educate new hires; re-educate on an annual basis; and find champions to continue and carry the effort. If your organization doesn’t yet conduct regular Linen Day client education events, now is the time to begin.

IDENTIFYING KEY STAKEHOLDERS

PGH’s Howard shared her perspective on which key stakeholders should be involved in a linen awareness/red bag education initiative:

• The environmental services director and/or chair of the Environment of Care Committee (these roles typically oversee waste management and biohazardous waste policies)

Ask if the facility has a program to reduce waste and biohazardous waste and/or a policy on waste segregation. If not, share why it should. (If improper materials are found in the landfill during an audit by your state department of health or environmental agency, they are much more lenient if they know you have a policy or an ongoing audit program in place.)

Identify who is in charge of auditing waste segregation. Some

rely on a vendor while others have an internal person.

Make sure linen is on this person’s radar, because it may not be! In this way, you can ensure linen is on a facility’s audit list for segregated waste and/or waste reduction.

• The infection control committee

Make sure linen is not included in its definition of RMW. Many are not aware that soiled linen is not waste—it’s reusable!

“There is a bias that linen can’t be cleaned when it’s extremely soiled or bloody. But it can, as anyone on the laundry side knows,” adds Howard. “Hospitals and their employees aren’t perfect. They need reminders, especially when it comes to best practices for linen.”

AN IMPOSSIBLE GOAL?

For those in the trenches trying to educate healthcare staff and affect new behavior—i.e., get healthcare professionals to stop trashing linen or disposing of it as RMW—this may feel like an impossible goal. But it’s not. The effort will, however, require launderers and their client partners to engage in continuous communication and education on the issue. Again, this is not a one-month or one-year effort. After all, we are humans, as the theoretical physicist Stephen Hawking states:

“For millions of years, mankind lived like animals. Then something happened that unleashed the power of our imagination. We learned to talk and listen. Speech has allowed us to communicate ideas and work together to do the impossible. Mankind’s greatest achievements have come about by talking, and its greatest failures by not talking.” ALN

Nancy Jenkins is executive director of the American Reusable Textile Association (ARTA), whose mission is to create greater awareness, appreciation and demand for reusable textiles. For more information, visit www.arta1.com

Confusion over OSHA regulations on proper handling of healthcare linen contaminated with blood or bodily fluids has reportedly caused many facilities to develop overly cautious policies and train staff to dispose of the linen.

aDi DUraFiBer™ aDi ULtraFiBer™ aDi DUracLoth™ our newly enhanced ULtraFiBer™ “Foldover” design (patent pending) is first to market and best in class. these premium wet/dry combo mop pads efficiently deep-clean floors and baseboards at the same time. Premium hook & loop backing assures a ready to use product over and over again.

DUracLoth™ rounded-corner microfiber towels have a continuous-overlock edge design, for a no-fray, long-lasting neat appearance. the greatest benefits of a microfiber cleaning system come from using the proper cleaning techniques. ask us about the american Dawn microfiber total training Program! count on aDi... serious microfiber for serious cleaning.

10 Distribution centers across north america microfiber@americandawn.com 800 821 2221 americandawn.com

Advances in linen distribution

Take note, investigate alternatives to traditional methods

BY JANICE LARSON

Cutting-edge products introducing new breakthroughs in medical technology are launched every day in the U.S. healthcare market. Press releases announcing these new products are published in medical journals and generate attention and excitement in the hospital executive suite.

Unfortunately, the realm of linen distribution may seem somewhat less compelling to hospital administrators, and the notion that there may be advances in linen distribution technology may have never occurred to them.

Many years ago, the responsibility for distribution of hospital linen was the exclusive domain of the on-premises laundry (OPL). The OPL manager often supervised the entire process, from washing to delivery to picking up soiled. However, with the gradual closure of many hospital OPLs, responsibility for linen management was assumed by department heads who had little training or experience with it.

Materials management, dietary services and environmental services (EVS) were the primary departments to take over responsibility for hospital linen, and many facilities chose to become rental customers and leave management of linen replacement and inventory to a co-operative or commercial laundry. Responsibility for getting clean linen to the end-user, however, has generally remained in the hands of the hospital.

A recent study of users of Encompass Group’s ExecutorNET® linen management software program [results are shown in the graph at right] revealed that the average number of distribution locations in a hospital per 100 beds is 25. A 200-bed hospital would generally have 50 separate stocking locations; a 300-bed hospital around 75; and a 400-bed hospital could have close to 100. Thirty-five percent of these stocking locations (about nine per 100 beds) are designated as inpatient departments, which are generally, along with the emergency department, the major linen users in the hospital where linen is stocked on carts in large

volumes. The balance of the linen stocking locations are designated as outpatient, surgical, or miscellaneous (a catch-all category for locations like dietary, doctors’ sleep rooms, etc.), and are primarily areas where linen is stocked in smaller quantities in cabinets, drawers or small shelving units.

EXCHANGE CART, REPLENISHMENT AND REQUISITION

The traditional ways to supply linen to end-users consist primarily of these methods: exchange cart, replenishment, requisition, or a combination of the three.

In an exchange cart system, each user area is allocated two shelved carts capable of holding a 24-hour supply of linen. As one full cart is delivered to the user area, the depleted cart is returned to the linen room to be refilled.

This method, popular with larger hospitals, is usually implemented in major inpatient departments—the operating and emergency rooms—and works well in conjunction with handheld data-collection devices for linen management software systems. Major considerations are the amount of space a hospital has for cart staging and the amount of inventory required to maintain the duplicate carts.

Replenishment systems are the most common approach and are used for all categories of user departments. In this method, the linen distribution personnel take linen directly to user departments to stock carts and/or closets to a par level.

The par level may be a specific amount established formally through statistical usage analysis, based on the judgment and experience of the linen distribution person stocking the cart, or simply whatever fits on the shelf.

While there are fewer issues with the amount of stocking space and inventory, one disadvantage of a replenishment system is a diminished ability to supervise staff during the stocking activity.

In a requisition system, user departments place orders with the linen department for their linen needs on a daily/weekly basis. This method is most common in outpatient areas, clinics and medical office buildings (MOBs) that utilize small amounts of linen or have unpredictable usage patterns.

The disadvantage of the requisition system is that it relies on enduser department personnel to accurately assess their linen needs and not overorder. Overordering can easily lead to the buildup of excess linen, or “dead stock,” that pulls valuable linen product out of circulation.

OUTSOURCING

Outsourcing linen distribution to a co-op or commercial laundry processor is a trend that has been consistently increasing over the last decade. The path to the outsourcing continuum is set into motion by a hospital when it closes its OPL and becomes a rental customer of a co-op or commercial laundry.

Linen management responsibility is then assumed by EVS, materials

management or dietary, as previously discussed, where linen management is not a core competency. This often leads to the hospital deferring to the external laundry to manage more and more of the hospital linen distribution process until the external laundry decides to install its own employee as the on-site linen manager. The external laundry may also eventually assume payroll responsibility for the entire linen distribution staff.

The final steps in the continuum are when the external laundry begins to build exchange carts at its processing facility for delivery to the hospital dock (and ultimately directly to the hospital floors) and picks up the soiled linen.

The disadvantage to this model is that the hospital has relinquished all control to its linen processor and is often not in a position to change vendors easily if the relationship flounders.

NO FOLD

One of the latest developments in hospital linen product and distribution technology is the no-fold system.

Pillowcases and flat and fitted sheets of wrinkle-resistant knit construction are delivered to the hospital bagged in bulk, and may be stored on user area carts, unfolded in bins. Items that still require folding, such as spread blankets and underpads, are stored, as usual, on shelves.

The knit construction of the bed linen provides improved patient comfort and patient room aesthetics, while also driving efficiencies in bed making, product life, processing and distribution. The result is improved patient and staff satisfaction and a decrease in overall linen supply costs.

The no-fold method is available with specially developed distribution carts or may also be adapted to many hospital carts already in use.

AUTOMATION

The 1990s saw the advent of automation in linen distribution systems, beginning with scrub dispensing machines, originally developed for uniforms in the hospitality industry. The scrub dispensers replaced the manned one-for-one scrub exchange booths and could often result in a decrease in head count.

Scrub dispensers initially proved extremely popular in teaching hospitals, where there was high turnover of students and residents

resulting in high loss of scrub apparel. Their popularity has expanded to other acute care hospitals that desire more control over scrub apparel by limiting the free access of hospital staff to scrub stock.

This technology has also gained support from industry organizations such as the Association of periOperative Registered Nurses (AORN).

The 2012 edition of AORN’s Perioperative Standards and Recommended Practices for Surgical Attire recommends increased control of distribution and storage of surgical attire and discourages home laundering, since it may not meet the specified measures necessary to achieve a reduction in antimicrobial levels in soiled scrubs.

The newest development in linen distribution automation is the flat-good linen dispensing machine, originally developed for use in the ER where linen was commonly lost to emergency medical service (EMS) personnel. Automation has since been expanded to inpatient and outpatient departments as a means to control linen usage and waste by limiting staff access.

Both the scrub and flat-good dispensers have the advantage of requiring less inventory than a freely accessed exchange or replenishment cart, are easy to stock, easy to use and can accommodate both traditional flat goods and no-fold knit linen, while tracking linen usage and producing utilization reports. The automated doors ensure linen is kept covered, an important linen-related focus area of Joint Commission inspections.

CONCLUSION

If necessity is truly the mother of invention, then the advent of these new approaches to linen distribution is a direct result of industry conditions that now dictate increased efficiency and control of this valuable healthcare asset.

Forward-thinking hospital administrators would be wise to take note and investigate alternatives to traditional linen distribution methods. ALN

Janice Larson is managing director for Clinical Resources and Consulting at Encompass Group LLC.

(Photo: Encompass Group)

(Source: Study of users of Encompass Group’s ExecutorNET ® linen management software program)

Larson

We’re changing the conversation.

Atlas and Alliance Healthcare Linens are now

Clarus Linen Systems.

CLEAR THINKING • COMFORT CARE

Clarus. It means clear in Latin. We chose it because it says exactly what we’re all about—providing you and your team with clear thinking that’s focused on two things: comfort care for your patients and managed spending for your system. Change your care for the better—partner with us today.

Texcare Asia highlights latest products, global trends

SHANGHAI — Texcare Asia, also known as the International Trade Fair for Modern Textile Care, recently wrapped another “successful” edition here, according to show organizers Messe Frankfurt (Shanghai) Co. Ltd. and China National United Equipment Group Corp.

“The biennial event has once again confirmed its significance to China and greater Asia’s textile care industry,” says Jason Cao, senior general manager of Messe Frankfurt (HK) Ltd. “Collectively, 8,553 visitors from 55 countries and regions attended the threeday show, a 20% increase from the previous edition.”

Top 10 visiting overseas countries and regions were Taiwan, Korea, Hong Kong, Japan, Malaysia, Singapore, Australia, Thailand, Russia and Indonesia.

Held at the Shanghai New International Expo Center in late November, Texcare Asia drew 150 exhibitors from more than a dozen countries, including the United States. They presented their latest innovations in laundry, drycleaning, ironing and dyeing machinery, as well as textile management systems, according to Messe Frankfurt. Business areas represented by visitors included hotels, Laundromats, dry cleaners, government and military departments, and hospitals, says Cao.

“The show was designed for these aforementioned areas, since they represent some of the fastest growing sectors of national economies in Asia,” he adds. “We aimed to provide not only a show-

case of new and exciting items in textile care, but also a forum with engaging and informative discussions by top industry leaders. I am pleased with our results for 2013, and I believe the fair’s influence will continue to grow for years to come.”

In addition to showcasing latest products, Texcare also gave exhibitors and visitors a chance to meet with decision-making authorities, learn about new solutions from competitors, as well as close deals on-site, says Messe Frankfurt.

Yaoxuan Jiang, purchasing leader at Chengdu Sanhe Group, visited the show for the first time with the hopes of finding textile care machinery and parts.

“There were lots of large-scale machinery and equipment presented, as well as fantastic options in laundry accessories,” he says. “I came to purchase washing machinery as well as new detergents that don’t utilize tetrachloroethylene. I believe Texcare Asia is a must-attend event for everyone involved in the textile care industry. It is a hugely influential show, and I will certainly attend the next edition.”

Alex Teo, CEO of Zero Spo Laundry Service, Singapore, was looking for product updates on tunnel washing, drycleaning and ironing equipment.

“My company is a professional laundry service provider, offering large-scale integrated laundry solutions to premium hotels and serviced apartments in Singapore and Asia,” he says. “I am happy to have seen big brands such as

Kannegiesser, CSM and Sailstar at the Shanghai fair. The show was also a platform for discovering new products and keeping up to date with market trends.”

CSM, together with partners Milnor, Chicago Dryer Co., E-Tech, Ajax and Multimatic, presented a combination of leading technologies in the commercial laundry industry.

“This year we have a more prominent presence with a larger stand,” says David Liu, general manager of CSM. “In this way, we can demonstrate our solutions that comprise of individual machine as well as sizable processing equipment. We showcase the most sophisticated soil sorting and rail systems provided by E-Tech and the highly efficient finishing equipment from Chicago Dryer, which complements the production ability of (Milnor’s) PulseFlow® technology seamlessly.”

“Exhibitor and visitor quality has greatly improved this year,” says Hong Chen, chairman of Jiangsu Sea Lion Machinery Group. “I believe the laundry industry’s future development will be focused on the integration of energy conservation and efficiency technology. I am very optimistic about the future of laundry washing equipment in the Chinese market. Texcare Asia represents the best platform currently in China for promoting and marketing the textile care industry.”

“We appreciate that Texcare Asia has become an international and professional industry platform, where brands can showcase new products and advancement,” adds Thomas Yin, general manager of JENSEN Group, China. “We can tell that the show is gathering more and more professional visitors, since our booth is always busy. We believe that the show not only encourages sales of participating companies but also motivates the growth of the entire industry.”

The show also featured Texcare Forum Asia, which consisted of more than 20 various sessions conducted by some of the world’s leaders in professional textile care, says Messe Frankfurt. “They shared information on the latest industry practices from around the world, with the goal of aiding China’s growth in textile care,” the organization says.

“The show’s combination with Texcare Forum Asia has made it an excellent educational platform, which offers several chances for discussion on the growth of the China market and future business opportunities by mixing people from all disciplines in the field,” says John Hacker, director of sales, Asia Pacific, at Herbert Kannegiesser GmbH. “We will continue our participation in the next editions, as we regard Texcare

Asia as an important occasion for accessing the best quality of people in the China market.”

Guozhang Wu, CEO of the Laundry Technology R&D Association in Taiwan, adds, “Through the information provided on trends and advanced concepts, I believe the forum pro-

vides a great breadth of knowledge. I look forward to returning to the forum and overall exhibition for future editions, and hopefully hear from more experts on their practical experiences.”

Texcare Asia’s next edition is scheduled to convene in fall 2015.

Chicago Dryer Co. and Milnor were among the U.S. companies represented at the Shanghai exhibition. (Photos: Messe Frankfurt (HK) Ltd.)

Texcare Forum Asia consisted of more than 20 sessions conducted by world leaders in professional textile care, says Messe Frankfurt (HK) Ltd.

A scale model of an industrial laundry was an attention-grabber at this booth.

Visitors came armed with pens, paper and digital cameras to document their findings.

More than 8,500 trade visitors attended the three-day Texcare Asia show in November, a 20% increase from the previous exhibition in 2011.

Beyond Our Tunnels...

LCW Cart Washer

The same quality and reliability that you’ve come to expect from our tunnel finishers is present in all of our products, wether it’s the proven Stack-N-Store, the revolutionary VLS-2000 Small Piece Folder, or the all new LCW Cart Washer. Contact us today to find out how we can help any part of your laundry facility.

Product showcase

HuebscH

Huebsch® provides on-premises laundry managers with an opportunity to increase an operation’s efficiency and productivity with the HCN100, a 100-pound frontload washer-extractor featuring eBoost™ technology and Galaxy™ 400 controls.

The HCN100 can handle the large quantity of linens processed by on-premises facilities. The inverter drive technology offers power for increased wash and extraction performance. The commercial washer-extractor’s eBoost technology uses 33% less electrical energy and 11% less water than two-speed models, according to the company.

The machines also feature Water Guardian leak detection, which senses leaks in the drain and fill valves, helping to eliminate wasted water and resources.

For more water conservation, the Galaxy 400 includes three programmable water levels. The system’s 200 G-force extraction speed allows for water removal to help reduce dry times, lower utility costs and increase an operation’s productivity.

Galaxy controls also allow managers to program equipment from an off-site computer and retrieve and analyze performance data and alerts, Huebsch says.

www.huebsch.com/info 800-553-5120

performance washers can easily be installed over basements, wood floors and upper levels, Electrolux says.

The machines feature Automatic Water Savings (AWS), which Electrolux says can help an on-premises laundry save 30% or more with every load. AWS determines the weight of the load and adds the right amount of water, resulting in reduced water consumption and lower energy costs.

Also featured on the H models are SmartDosing (SD) to automatically adjust the ratio of chemicals to water; Compass Pro® for program selection, diagnostics and custom programming (55 programs and 20-plus languages); Smart Start to help with delayed starts; and Power Balance, which can help extend the lifetime of the washer, says the company, by adjusting distribution in an unbalanced load.

Other options include voice guidance and sanitizing rinse.

www.laundrylux.com 800-381-7222

rAMco lAundry MAcHinery

RAMCO’s SWE230 WasherExtractors are soft-mount machines with reduced vibration, making them a good choice for single- and upper-story installations, the company says. The washers are constructed from stainless steel materials and include easy-to-use microprocessors with color touch screens.

the life of linens and towels. The washers have 4- to 5-cup automatic dispensers and an easy access drain.

Many of RAMCO’s soft-mount washers are also available in tilting models, according to the company. Both models range in size up to 450 pounds.

www.ramcolaundry.com 800-878-5578

controller offers a simple operator interface, as well as a full array of owner/supervisor productivity reporting. It features field programming, manual overrides with password-protected security, operation reports on productivity that include Wash Program Reports and Alarm History and Logs, and pop-up service reminders for maintenance, EDRO says.

DynaWash® washer-extractors are available in 100-, 150-, 200-, 300- and 400-pound models in rigid- and soft-mount configurations.

www.edrodynawash.com 800-628-6434

G.A.

brAun

Braun open-pocket washerextractors are available in processing capacities of 250 to 300 pounds, 400 to 600 pounds, and 600 to 700 pounds (dry-weight

goods throughout the cylinder, delivering a uniformly extracted load free of wet clusters that can hinder the efficiency of drying and finishing stages, Braun says.

Standard on all Braun openpocket machines, a single-motor drive assists with energy efficiency, lowers operating costs, helps with maintenance ease, and offers flexibility in program options. The machines also feature touchscreen controls that are simple, intuitive and easy to use.

www.gabraun.com 800-432-7286, ext. 217

yAMAMoto usA

electrolux

Electrolux H-model washers distributed by Laundrylux range in capacity up to 265 pounds and extract at 450 G-force for fast drying, energy savings and increased productivity. The high-

With 300 G’s of extracting force, drying time can be reduced to help save energy costs. The cylinders are electro-polished and embossed to help prevent material snags and tears, RAMCO says, which is one way to increase

edro corp.

EDRO DynaWash® offers three-pocket end-loader washerextractors based on a patented basket designed for a wash action for better linen cleaning, the company says.

A low investment, belowaverage maintenance demands, low operating costs, and sturdy design and construction highlight the DynaWash® washerextractors, according to EDRO. The machines feature singlemotor variable-speed drives with variable-step extract timing for an improved load balancing and water extraction results.

The DynOzone-DynaWash® Ozone System helps reduce hot water requirements and overall water consumption.

A state-of-the-art HMi Touch Screen Controller features a 50-program memory. The

load sizes), and all can be ordered for chute loading.

The machines offer a large processing capacity. Braun’s 650N2 washer-extractor will process 675 pounds in the same space as the industry’s average 400-pound machine, and the 450N2 fits in the same space as most 200-pound machines, the company says.

Braun washer-extractors are designed so the load balances itself prior to moving into the extraction phase.

By slowly ramping up to a programmable extraction speed, the washer-extractors evenly distribute the wet goods against the cylinder, eliminating the need for artificial counterbalances. This balance method results in consistent thickness of

The Yamamoto WUN502 is a 140-pound (22.3 cubic feet) Soft-Mount Washer-Extractor. It comes standard with steam heating and cool-down as well as a touch screen capable of handling 100 formulas, 10 water levels, eight chemical signals and nine chemical ports, the company says.

The multi-weight machine produces more mechanical action than many traditional machines, making it possible to reduce the formula run time, Yamamoto asserts.

The WUN502 will soon be available as a WUD502 in the combo configuration (washerextractor and dryer all in one) and will have drying options of steam or gas, the company says.

www.yamamotolaundry.com 866-204-0519

A

pellerin Milnor corp.

new line of washer-extractors is being offered by Pellerin Milnor. The MWF-Series of washers is available in different styles, and load capacities from 100 pounds to 170 pounds.

cOmPiLEd By JEan TELLER, cOnTRiBuTinG EdiTOR

[Yamamoto Usa]

The models are available with E-P Plus® controls and MilTouch™ controls. The largest machines in the line, the MWF77J7 and the MWF77Z7, offer increased wash capacity with a smaller footprint, Milnor says.

This product line also features the RinSave® water-saver software as a standard component. It helps reduce up to two rinse steps, allowing the operator to save water, energy and time, with no loss of wash/rinse quality, according to the company.

Another feature of the series is a four-pount dynamically tuned SmoothCoil™ suspension system, tall ribs in the cylinder to help enhance the mechanical action factor, and a larger open area to help promote the interaction between chemistry and water.

www.milnor.com 504-712-7656

by up to 40%, according to the company. Lower drying times contribute to increased productivity, and help reduce labor costs and utility bills by up to 25%.

The washer-extractor is equipped with intuitive Cygnus controls, giving managers the ability to evaluate their laundry operations and help ensure maximum efficiency. The control system includes SmartWAVe, IPSO’s precision-engineered technology that automatically senses the water absorption level of a load at the start of a cycle and adjusts the water and detergent use accord-

ingly throughout the cycle.

www.ipso.com 800-USA-IPSO

KannegIeSSer USa

The Kannegiesser PowerSwing Washer-Extractor offers a fully vertical position that allows better utilization of the drum volume while loading, the company says.

The PowerSwing can also be loaded directly overhead by means of a monorail system or through the use of a loading conveyor. By loading from directly overhead, the washer is able to

use gravity to assist in the loading process. Its cylinder rotates at a preprogrammed speed to allow items to migrate to the sides of the wash cylinder and compress at the same time. The washer is able to achieve total loading capacity without an operator fighting to fully load the machine, Kannegiesser says.

Unloading is also simple and equally rapid. After completing the washing and extraction cycles, the PowerSwing

Kannegiesser Modernizing Laundries...

rotates to a forward tilt (programmable up to 20 degrees) for quick and efficient unloading.

IPSO

IPSO® offers a 165-pound softmount washer-extractor with intuitive controls and eco-friendly features that help on-premises laundry operators improve costeffectiveness, increase wash quality, and increase productivity of their facilities.

Without the requirement of being bolted to a concrete foundation, this freestanding washer-extractor is easy to install for same-day operation and provides flexibility for relocation and upper-level laundries, IPSO says. The frame, cabinet and suspension are designed to reduce vibration, which allows for high G-force extraction. The 350 G-force extraction helps remove a higher amount of moisture from linens to help reduce drying times

[Pellerin Milnor]

[Kannegiesser USA]

The machine’s controls are easy to handle. Through the use of the Kannegiesser touch-screen controller, all operations are convenient and operator-friendly. The washing and extraction cycles are all driven by a variable-speed inverter drive, which allows any wash formula to be used and an extract of up to 400 G-force to be achieved. Any speed may be programmed, such as one at a reduced level for more delicate items, the company says.

www.kannegiesser-usa.com 972-602-8766

for ease of loading and unloading, and combination air-bag and shock-absorber suspension integrated with levelers to provide minimal vibration transmission and precision performance.

Optional automatic feeding, discharge and water recovery systems are also available. www.lltusa.com 203-632-8777

eLLis corp.

Ellis Corp. manufactures two large-capacity washer extractors: the standard Open Pocket washers and Side Load washers.

The Ellis Open Pocket washers can be a single stand-alone machine or an automated wash system, and they range in size from 150 to 900 pounds in capacity. The larger-capacity washers offer automated doors and tilting features to assist with the loading and unloading of laundry, as well as oversized doors, inverter drives, air-bag suspension, ratiometric washing capability, high-speed extract, and user-friendly programmable controls.

is less to break and service, reducing maintenance costs. Main bearings are located outside the wash solution and will not be damaged should the main seals leak over time. Also, the SI and SA lines have a 5-degree basket tilt to take the load off the bearing housing; one- or two-way tilting is an available option.

washer components, such as the shaft, bearing, seals and belts, with the machine’s inverter drive system, Maytag says.

The high-speed extraction of up to 350 G-force helps cut drying time and energy usage. Programmable water levels provide flexible cycle options for chemical suppliers.

The machines have several features that help with easy operation, according to Maytag. There are 15 pre-programmed cycles, plus the capability to create additional, unique cycles. Multilingual readouts make the controls easy for anyone to operate. Additionally, the External Chemical Injection System features easy-access connections on the outside of the machine to eliminate the need to open up the washer on routine service visits, helping cut down service time.

most traditional washers—to help remove more water, cut dry time and increase productivity, Continental says.

www.continentalgirbau.com 800-256-1073

Lavatec Laundry technoLogy

The LX-series of washerextractors from Lavatec Laundry Technology includes the LX 445. A front-loading machine, it handles up to 450 pounds of laundry such as hospitality and healthcare textiles, garments, walk-off mats and industrial shop towels, LLT says.

Reliable with low maintenance, the time- and cost-saving washerextractor offers an efficient process control system designed so all machines can be connected to and accessed from an optional central computer, the company says. Items such as time, level, dosing, temperature, drum speed, reversing and cool-down can be displayed on a touch screen and monitored automatically or be adjusted and controlled manually.

A single-motor invertercontrolled drive on the LX 445 applies reserve power for wash and spin cycles to help conserve energy at any speed setting, LLT says. The high extraction rate also helps reduce drying times. Other features include a large loading door, one- or two-way tilting

The Ellis Side Load washerextractors are available in two, three or four pockets with capacities of 450, 675 and 900 pounds. The cylinder design allows for variable loads per pocket, and the machines utilize a single-motor hydraulic drive for variable speeds for different fabric requirements and feature air-bag suspension, high-speed extract up to 600 rpm, powered doors, auto-lubricated bearings, tilt load/unload assist, and network-ready controls.

The Ellis One Touch control is available on the company’s washers and dryers, and the system offers versatility, remote access, networking and monitoring to help in support. www.elliscorp.com 800-611-6806

B&c technoLogies

The SI and SA model washerextractors from B&C Technologies, ranging in size from 110pound to 475-pound capacities, are designed for long life. They are manufactured with quality in mind, using fewer parts than other washer-extractors in the market today, B&C claims, while still maintaining flexibility and strength.

Having fewer parts means there

Water reuse, central liquid supply systems and other external devices can easily be connected to the machines for versatility in any medium- to large-sized laundry, B&C says. The freestanding design allows for installation in unconventional places on upper floors or with little foundation work needed.

High extraction speeds on these machines mean less drying time and reduced energy costs. The EL-6 Control Center can be programmed for optimum performance for heavy-duty items to the most delicate washables, the company says.

www.bandctech.com 850-249-2222

The heavy-duty latch, strut suspension, and “nearly invincible” cabinet and frame add to the lasting durability expected from the brand, Maytag says.

www.maytagcommercial laundry.com 800-662-3587

continentaL girBau

Continental Girbau’s 130- and 255-pound-capacity Continental E-Series Washer-Extractors take on large loads with programmability, productivity and energy efficiency, the company says.

Featuring the Inteli Control, the E-Series freestanding washers are programmable to help clean virtually any fabric type. Operators simply select a program number and press start.

The Inteli control offers control over every aspect of the wash process with 20 pre-programmed cycles and up to 79 individually modifiable cycles. Laundry operators can program water temperature by degree, wash rotation speed and duration, five on/off wash rotation combinations, multiple water levels, bath cool-down by degree, and six programmable extract speeds.

speed Queen

Speed Queen® offers on-premises laundries the SC100, a 100-pound washer-extractor equipped with Quantum® controls, a system that helps OPL owners monitor and manage their laundry operations.

The washer-extractor has 165 G-force extraction to help shorten dry times and lower energy costs. To further increase efficiency, the machine offers a sump system design that provides the industry’s lowest water consumption, according to Speed Queen, by minimizing ‘non-wash’ water while maximizing cleaning power. Additionally, the SC100 comes equipped with Water Guardian technology to detect drain- and fill-valve leaks.

The washer-extractor has an intuitive chemical dispenser that enables staff to add up to four laundry chemicals at the beginning of the cycle and integrates them with an automatic supply injection system. It also features alternate rotating wash action that produces excellent wash quality without damaging delicate fabrics, Speed Queen says.

Maytag coMMerciaL Laundry Maytag Commercial Laundry’s Soft-Mount, High-Speed WasherExtractors provide the size and features for any on-premises laundry, the company says. Available in 100- and 125-pound models, each offers a large cleaning capacity, plus installation flexibility.

Built with a stainless steel top, front and sides, the line is tough enough to withstand use, yet gentle enough for operating in older buildings. The soft-mount suspension system reduces the need for machine bolt-down, so installations on wooden floors are possible. Users will notice a decrease in the wear and tear of

The flexible Inteli can be programmed for a wash cycle of as little as three minutes up to an extended program lasting for hours or days. Overnight soak and delayed start are also standard features.

Soft-mount E-Series WasherExtractors deliver extract speeds up to 387 G-force—higher than

When the machine is equipped with Quantum Gold controls, laundry managers can easily program the washer-extractor with 30 customizable cycles. The control system also provides information on laundry operations, such as audit data that can be downloaded to a computer to determine training issues, inefficiencies and more.

www.speedqueen.com 800-590-8872

[Speed Queen]

[Lavatec Laundry Technology]

[Continental Girbau]

[B&C Technologies]

[Maytag Commercial Laundry]

UniMac

UniMac® offers the UW150, a 150-pound-capacity hardmount washer-extractor for on-premises laundries constructed to help reduce utility costs, improve OPL staff productivity and increase laundry throughput to provide lowest costs, the company says.

The UW150 features 300 G-force extraction, which helps to remove more water from each load, resulting in shorter drying times. The UW150 offers 30 programmable water levels that help save thousands of gallons of water a year, and reduce energy costs associated with heating the water, according to UniMac. The machine’s streamlined spray-rinse

technology increases OPL efficiency by saving nearly 3 minutes on every rinse step, while also providing superior wash results compared to equipment that uses bath rinses alone, the company asserts.

Additionally, the UW150 is equipped with the UniLinc™ control system. This technology helps improve efficiency by allowing on-premises laundry operators to monitor equipment use and ensure that operating procedures are followed. The system records start, stop and downtime between cycles to track the efficiency of labor. It also minimizes equipment downtime by sending maintenance reminders and recording machine errors for quick diagnosis and repair.

www.unimac.com/info 800-587-5458

WascoMat

Wascomat, whose equipment is distributed by Laundrylux, offers a full range of energy- and watersaving washers, including the new 135-pound washer.

The machine features include an easy-to-use Compass Pro microprocessor, which allows for program selection, diagnostics and custom programming. It offers 55 programs, 15 custom

programs, 20-plus languages, a front USB port, detailed statistics, and a real-time clock for delayed start and a date/time stamp of the machine’s history.

The machine also offers an external liquid chemical manifold. This feature provides a built-in water reservoir to help dilute chemicals in the dispensing system. This results in fewer maintenance calls and helps prevent damage to hoses, steel and motors, Laundrylux says.

www.laundrylux.com 800-645-2205

Jensen Usa

The Jensen USA L-Tron series washer-extractors are designed for strength and durability, and are

available in 450pound and 800pound capacities, with loading capacities ranging from 300 pounds to 1,200 pounds, depending on soil level and/ or product classification, the company says.

The machines are designed for either standalone operation, or to work as part of a semi-automated or fully automated wash aisle. In a standalone operation, the L-Tron can be manually sling-loaded or handloaded. For a more ergonomic sling-loading process, add the optional Load Assist, Jensen says.

In a semi-automated or fully automated operation, the L-Tron can be loaded via monorail system, shuttle conveyor or stationary conveyor. The machine can be outfitted with either a large door featuring an observation window or the AutoPro loading hopper.

The AutoPro design allows for loading times as little as 1 minute, according to the company. Standard design features include touch-screen PLC controls; a single-motor variable frequency

drive with extract speeds up to 300 G’s; a hydraulic tilt for 25-degree loading and 21-degree unloading; ratiometric washing, dual drain and air-bag suspension; patented intelligent balancing system; and maintenance watchdogs. The machines can be incorporated with the company’s Futurail monorail loading or an L-Tron Shuttle Conveyor, and an L-Tron DTX Series tumbler dryer to help maximize productivity.

www.jensen-group.com 850-271-5959

coming up in ApriL’s product showcAse: counting, meAsuring & monitoring systems

Introducing the IF Series compact combination feeder, ironer, folder, and stacker.

The IF Series produces high end results while utilizing a small amount of floor space. Requiring just over 100 square feet the IF can produce up to 475 pounds of linens an hour when coupled with B&C high speed washers. Optional built in webcam and internet connection allows remote service. Contact us and visit our newly redesigned website ( www.bandctech.com ) for more details. Saving

B&C Technologies 1250 West 17th Street Panama City, FL 32405 p: 850-249-2222 f: 850-249-2226 www.bandctech.com sales@bandctech.com

[UniMac]

[Wascomat]

[Jensen USA]

PAnEL OF ExPERts

How to compare, conquer soils, stains

the science behind it.

Now, having worked to minimize rewash/reclaim, we get to the second prong: using an effective rewash/reclaim formula to:

1. Get rewash/reclaim linen back to a usable state and into one’s working inventory.

agents, and metal-removing chemicals, check with your equipment vendor to make sure wash equipment will not be damaged by such usage.

• Periodically test water used for processing to make sure excessive impurities aren’t present

• Take measures to ensure soil is classified properly

W

ith purchasing costs for linen exceeding $5 per pound and the fact that the processing cost of stain/rewash goods is double if not triple the cost of getting linens through one’s plant the first time, having effective, efficient wash formulas and an equally effective rewash/reclaim process can save an operation quite a bit of money.

First, every laundry operation should test their wash formulas quarterly. This is done by utilizing a test piece service. The results should act as a benchmark and be used to ensure that the wash formulas in place are processing one’s linens at the required quality level while resulting in the lowest tensile loss possible.

For whatever reason, independent testing services are being utilized less and less in our industry. Yet if one makes a change in wash processing and rewash goes from 3% to 4%, the increase is actually 25%. So while chemical delivery systems now have proof of flow, linens have stain-release functions, and equipment manufacturers claim all sorts of improvements in the wash process, in the end one is best served when they go back to the base wash pie and

2. Get rid of linen that can’t be returned to a usable state, so it doesn’t corrupt production.

How important is this? At $5 a pound to purchase, for every 100 pounds of linen that cannot be used due to staining, $500 of new linen needs to be purchased to maintain said inventory.

Our industry has had longstanding and effective rewash/ reclaim processes but all too often these seem to have been put aside.

I walk into many plants where the program is to send the goods back to process normally again, or rewash/reclaim just piles up until it is sold at rag-out pricing.

The fix is simple and effective: every plant should have a rewash/ reclaim formula, and all such items should be sent through this formula.

These reclaimed items should be put back into working inventory, and any that are still stained then either ragged out or used for another purpose (dyed to darker color, given to housekeeping, etc.).

One’s rewash/reclaim process should be 60-70% effective, and all major chemical manufacturers have effective rewash/reclaim formulas.

Also, when using higher amounts of alkalies, oxidizing

One does not want to put goods through a reclaim formula if it is not necessary; it is a much harsher process.

Ensure that items without stains (bad folds, dropped on the floor, stepped on, etc.) are not sent back just to be rewashed.

In the old days, we used to be able to pull goods while still wet, as dryers and such were manually loaded; a stain that has yet to be dried is easier to remove. The need for more automation and higher production has reduced the ability to give linens a “once over” before they are dried so we have more goods going right to the reclaim process.

This adds to the need to ensure one follows the science of the wash pie, backed by regular thirdparty testing of the wash process.

One of the biggest goals for many laundries continues to be how to maximize product life. The longer the product remains in service without a decrease in quality or product integrity, the better the return on our investment.

Two enemies of healthcare laundries that might reduce product life and have a major impact on product quality are stains and “soiled marks,” a colored patch or dirty mark that is difficult to remove.

First, try to pre-wash merchandise before it is sent to customers and put into service, to remove any chemical finish left on the fabric during manufacturing.

If pre-washing is done and the product gets soiled or dirty, the marks are more likely to come out during laundering.

During processing, it is up to the laundry employees handling the goods to visually inspect and set aside anything that does not meet standards. These items are usually placed in a rewash bin that will be sent back through the process for a second time. Should the soil marks or stains still show after being rewashed, the items will usually be stain-treated using a defined chemical treatment bath by soil classification.

Soil marks have a tendency to disappear during the rewash process while a true stain remains and is still visible, although maybe a little lighter in shade.

Consider these tips when processing:

• Make sure water temperatures are set properly to maximize the wash chemicals being used

• Make sure washers are not overloaded

• Make sure the chemical company develops proper wash chemicals and formulas based on product type and/or soil classification

• Check to see that water levels are set properly (not too low)

• Ensure that processing equipment is utilizing proper mechanical action

• Examine how plant staff, delivery team and distribution teams handle product internally

• Consider how carts are loaded with clean goods prior to loading on trucks for delivery, and how carts are loaded with soiled linen before being transported back to the laundry for processing

• Package product properly before distribution

• Study how product is distributed and handled by end-users

• Educate customers on how to store soiled products, and consider furnishing them with bins for soiled-linen collection

• Set up meetings with specific customers from whom you receive “stained” product regularly and show them examples in an effort to identify potential abuse. Will implementation of these tips solve all staining issues? No, but it sure will help reduce the percentage of stain rewash found

“What measures can a laundry manager take to reduce the percentage of stain rewash found in their operation? How can they better differentiate ‘stains’ from ‘soils?’”

Equipment manufacturing Gary Ostrum G.A. Braun Syracuse, N.Y.

Uniforms/ Workwear manufacturing Scott Delin Superior Uniform Group Seminole, Fla.

in laundry plants today. That should translate to a “cleaner” bottom line.

Apparel and textile manufacturers are developing products using new fabric technology said to have more effective stain- and soil-release properties. Equipment manufacturers are developing high-tech machinery that yields better mechanical action, and chemical suppliers are developing new stronger, fast-acting chemicals and wash formulas that help eliminate soil and remove stains during processing.

By working closely with manufacturing/supplier partners, linen and product life can be increased while the staining problem seems to go away.

Ihave been advised by a colleague, John DiNapoli from Spartan Chemical Co., that no matter how great a washer I might be able to offer my customers, it’s the soap company that’s providing the products and knowledge of this chemistry that is going to make the wash loads look great.

With that being said, I highly recommend the laundry room manager take a look at their relationship with their soap vendor. Make sure this relationship is as strong as any you might have with

other vendors used.

In order to reduce stain rewash, the laundry manager must first identify the stain with the highest recurrence rate. These stains tend to correlate directly to the industry with which the laundry manager works most. For example, if a manager does a great deal of business with restaurants, food stains, particularly condiment stains, may appear regularly on the fabric.

identification and remedy simple.

Once the rewash-heavy stain is identified, the laundry manager should train each employee on stain ID and pre-spray methods, monitoring outcomes as necessary. If pre-spraying doesn’t work, consider investing in a spray made specifically for the problem stain.

Differentiating stains from soils is a matter of fabric contact. The “soil” is the actual product producing the stain. For example, for a ketchup stain, ketchup itself is the soil. The stain is the mark left by the ketchup. When identifying the type of stain for rewashes, a laundry associate must identify what soil caused that stain and act accordingly.

Has the laundry staff received thorough training? Are scheduled employee competencies being completed?

ing the ragout/discard process, distinguishing between discarded and reusable items is key. (A rate of 5-7% linen loss is what I know as being acceptable from one of our largest healthcare laundries in our metropolitan community. It processes more than 5 million pounds annually.)

Management should set a standard or guideline about what items are acceptable to reuse. A visual picture of approved stained linen can be highly effective.

Second, the manager must identify the stains requiring the most rewashes. If this stain is the same as the highest-recurring stain, the job will be easy, since most employees will have encountered the stain numerous times. If, however, another type of stain— petroleum, for example—proves more likely to require rewash, then the first point becomes moot. Let’s hope that the first and second points work in conjunction with one another, making

When thinking about the details of a laundry operation specific to stain rewash, my first question would be to ask about the overall management of that operation and its daily, consistent implementation.

Stain rewash of bed linen, towels and, in our case, resident clothing in a senior living community first impacts the daily production of the laundry technician’s work schedule. If their schedule is already at or above 86% of the 8.5-hour shift, minimizing rewash becomes a priority.

The foremost daily practice for improving stain rewash is the timely and effective process of soiled-laundry collection. What type of soiled laundry carts is being used? What means of transportation is being used? Are there safe, efficient measures in place?

How many times per 24-hour period is soiled linen picked up?

A healthcare laundry service will have the most serious of infectious soils and stains from blood and body fluid as well as medications.

Is all of your laundry processed within a 24-hour period, or do you have soiled-linen locations “hidden” in storage rooms, closets or cabinets? Is there a soiledlaundry collection location list/ map in use?

During the thorough inspection of all laundered items, includ-

Staining permeates through all layers of textiles and fabrics, while soiling appears only on the top layer of fabric.

You’ll see blood as a darker stain after wash vs. other body fluids, soiled medication spots, tape residue and food particles, etc. Having an understanding of the chemical composition of these stains and soils—synthetic vs. natural, oil-based vs. water-based, etc.—is helpful.

This will improve the process when choosing which chemical to use for stain and soil removal during rewash. Usually, a bleach for all white items and a surfactantbased product for all non-white items is the current standard.

The combination of a manager’s consistent daily oversight

Justin Oriel

Long-Term care Laundry Brian Barfoot Aberdeen Village/ Aramark Olathe, Kan.

of the overall laundry operation and equipping/training the laundry staff with the tools needed to provide the most productive outcomes will result in reduced rewash on a daily basis.

Linen is often permanently stained before it reaches the laundry. For example, food-andbeverage personnel use table linen as rags when cleaning up. This kind of abuse, especially silver and brass polishing that chemically binds cleaning compounds to linen, presents a virtually insurmountable problem for the laundry. The solution is twofold. Take the time to educate the food-and-beverage staff about the kind of damage this type of abuse causes, and make sure they have an abundance of rags.

Other problems occur when the linen is improperly stored; it should never be placed on the floor. This is especially true of concrete floors, because soiled linen absorbs concrete particles, forming permanent stains. To ensure proper storage, place bags or carts for soiled linen close to clean so people find them just as easy to use as not.

Set up a system to ensure soiled linen gets to the laundry as quickly as possible. Stains become harder to get out the longer they sit.

When sorting and loading, remember to not mix dissimilar types of line. A 100-pound-capacity wash wheel will not effectively clean 100 pounds of linen. And always use the correct formula.

When washing, only the manager should check or change formulas. Formulas should include a flush, break, carryover suds, bleach, three rinses, sour, and extraction.

Obviously, the idea is to do everything right the first time and not have any stained linen to reclaim, but this isn’t realistic. Reclamation can be relatively inexpensive and processed suc-

cessfully if done properly. Train your ironer personnel to notice stains before the linen is ironed, as many stains that otherwise could be removed become permanent when set by ironer temperatures.

It’s not difficult to obtain a good reclamation formula, and no exotic chemicals are required. Generally, a formula with 50% additional time and chemicals will recover 80% of linens with removable stains. If it doesn’t work, the stain is either permanent, or has been locked in by combining with metals.

For the latter, try an oxalic acid scour. If the item is still stained after these steps, over-dye it.

As a director of customer service, and having managed many hospital linen programs, whenever the words “stained linen” are used, I think of the thousands of pictures of stained and damaged linen I’ve personally collected over the years while doing rounds in hospitals.

We have a photo library of linen-abuse pictures that we use in presentations and national seminars. While some are found to be humorous, this is a critical issue that healthcare linen and laundry providers must deal with.

The biggest challenge in combatting this problem is working with the culprits who contribute to this abuse and unusual stain problem. There is a huge difference between body fluid stains, and those caused by foot traffic, paint, Spackle, grease, and road debris.

Hospital engineering and maintenance staff, even dietary areas, often use standard patient linens such as bath towels, washcloths and surgical towels for maintenance duties. Sheets and blankets are confiscated from clean-linen

supply carts and linen rooms for drop cloth use. EVS and EMS often use clean patient linens for cleaning floors, toilets, stairwells, and spill cleanups. Nationally, EMS crews confiscate tens of thousands of bath towels annually for exterior and interior vehicle maintenance.

Once identified and addressed by the laundry service representative and hospital linen managers, these same contributors can also become a solution. Many are only too willing to help by using rags designated for such applications.

Dealing with stains and rewash in the laundry, and differentiating actual stains from soil, is always an operational challenge. I requested some assistance from HCSC’s VP of operations, and our director of quality assurance and washroom technology expert for their input. The following is their contribution:

Sorting items properly is paramount. Make sure that like items of heavy soil are separated from lighter-soiled items.

Having properly trained washroom supervisors, and having a specific technical checklist, is the key to a satisfactory wash process.

In any laundry, whether it be hospitality or healthcare, there has to be a certain amount of rewash. If there is none, that means your chemical dosage is too high and will shorten the life of your linens.

My main focus is to keep a spreadsheet and calculate the percentage of rewash per linen type, sheeting and terry. In hotel laundries, the main objective is the quality of product given to a guest. The rewash rate should be between 4% and 7%. Any higher and you’re not using enough chemical. If it’s too low, that means you’re using too much chemical.

Get to know your chemical vendor and talk about various programs and dosages. Become your representative’s best friend, because he or she can have a great impact on your operation.

If the goods come through the wash process and are not “clear,” that item is probably stained. Unfortunately, the end-users are not the purchasers of the linen goods, and the goods are abused by the users. That may be polishing shoes, or wiping up spills, or as containment of overflows or leaks in plumbing.

Laundries are at a disadvantage, as usually we are not able to identify what has caused the stain. This keeps us from doing little more than guessing.

Experience tells us that certain medicines result in stains of certain types, colors or categories. Tape is also a big offender, as are the “stick-on” electrodes stuck on a sheet once they are removed from the patient.

Some blemishes that are now stains could have been minimized or negated completely if the cause was identified prior to processing. But with a large laundry and large customers, that’s impractical.

commercial Laundry

Laundry

Michael Kirsch, CLLM

HCSC Laundry Allentown, Pa.

Monitoring of water hardness and chemistry is crucial. Proper temperatures, water levels and water flow are all key wash components. Too-high temperatures on an initial flush will help to set stains. Too little water does not allow for proper saturation and opening of fibers. Too much water dilutes the wash chemistry.

So, when operators look at ways to differentiate stain from soil and reduce rewash, it’s imperative that they have systems to maintain real-time information and technical checks and measures in place to do everything possible to stop the problem at the source.

When looking at stains vs. soils, a stain is a spot that has set in the linen and usually will not come out. In my experience, stains will fade over numerous washings, but the linen usually ends up being discarded. Learn how the linen is used to try and slow or stop this problem.

Soils are just that, a soiled spot that can be pre-treated and washed in the proper formula. Once again, use your chemical vendor’s experience and knowledge. Also, call around to other laundries and ask if they are having the same problem. The more minds working on the issue, the more quickly it can be rectified.

Astain is a color change that cannot be reversed by washing or oxidizing. Soils are usually going to be related to something that has taken place in the laundry, such as a drop, and the employee usually knows what happened.

WE DO IT ALL.

When you are dealing with a high volume of goods, workers must decide what to do with it quickly, and cannot spend much time studying it. Usually, it will be placed in the rewash categorized as a soil.

Ideally, we process it one time and get paid for it. In reality, we may process it several times and only get paid once.

Linen replacement is one of the highest operating costs, next to labor, in a laundry operation. Consequently, a formal effective stain program will help reduce overall costs of processing linen.

The term “merry-go-round” is commonly used when the same piece of stained or damaged linen is processed numerous times. This practice alone increases chemical,

Richard Warren Linen King Conway, Ark. Healthcare

Textile/Uniform Rental

Michael Brock

Monarch Textile South Bend, Ind.

Hotel/motel/ Resort Laundry

James Brewster

The Resort at Glade Springs Daniels, W.Va.

labor and processing costs.

To reduce stain rewash, a definition of the program is required, including a method to collect the data, monitor the amount, as well as record keeping.

What is a stain and how does it differ from soils? There may be a discoloration left on a textile after a standard wash. This could be residual soil that has not been removed, or a chemical alteration of a soil. I would consider both discolorations to be a stain.

A stain may be removable in a more aggressive wash formula developed for the type of stain, or it may be non-removable. Typical non-removable stains are concrete, abuse, medicinal, carbon black, stainless, or of unknown origin.

What is the current percentage of stain? Start with a review of total poundage, stain wash and discard numbers, and procedures for dealing with stains and discards. Conduct a plant audit of the various classifications. For example, take a load of incontinent pads and count stains, holes and tape/adhesives. Such an audit should be done routinely after implementing a stain program. This monitoring helps to maintain stain and discards at an acceptable level, and alerts if a new stain issue is increasing.

An effective stain management program involves all plant employees.

One program involves different-colored carts placed at specific areas (i.e. at the small-piece folder, ironer, and folding areas). The cart color is labeled for the type of textile to be placed there, i.e. yellow for stained textiles, red for ragout/discard, blue for tape/ adhesives, green for rewash.

Rewash textiles do not require a stain wash. These textiles have been misfed through the ironer or folder, are mixed or dropped linen, or have been caught in ironer jams. Without a clear designation of rewash and stain, the stain percentage can be perceived as high due to the number of textiles requiring rewash in a standard formula, not a stain wash.

In addition, ragout/discard linen containing rips and tears do not require stain procedures.

To develop an effective stain management program, your chemical supply representative can be resourceful in consultation of how to set up a program specific to your operation and help with continual monitoring of the program. Teaming with your representative will help maintain accountability for ensuring the program is sustained.

Rewash/stains and their associated issues are huge cost factors if allowed to go unchecked.

An acceptable percentage of rewash for healthcare or hospitality bed linens is 3%. Floor and machine drops can add as much as another 2% to your workday.

Your first sign of trouble is rewash exceeding 6% on your light soil. If that rewash gets thrown back in on the same formula, you will have 6% again tomorrow! Can you afford to add an exponential cost increase to your production time, chemicals and utilities almost every day?

What do you do? Involve sev-

eral people in your plant to provide oversight. Get your chemical technician involved in developing a rewash program. Ask him/her to make a “Rewash/Stain Audit” part of a regular service visit.

Place two buckets that can be accessible at each inspection or

feeding station—one should be for “Rewash/Stain” and one for “Drops, Rips and Miscellaneous.”

Train your inspectors and feeders to recognize the differences in rewash/stain and rags, rips and drops. At the end of each day, collect, weigh and note all items in the Rewash/Stain buckets.

During your chemical tech’s visits, he/she should examine the goods in the Rewash/Stain buckets to determine if the offending stains should have come out in the first wash, and review the rewash data collected to make sure that it is within acceptable parameters. Run the goods pro-

cessed in the rewash/stain formula through the inspection process again, collecting and holding all of the rejected items for the chemical technician to examine.

Some people choose to discard the remainder at this point, but I usually recommend a final stain formula that will remove old blood, rust, and oxidizable stains.

Every effort should be made to make sure that the rejected linen does not re-enter the system. It will take some time to get everybody on board and monitoring to make sure there is follow-through on the new procedures, but it will be well worth the effort. ALN

consulting services

Sam Garofalo Technical Consulting Associates Charlotte, N.C.

Carrie Armstrong

Ecolab Eagan, Minn.

How does one decide to replace equipment?

By BiLL BRooks

RIPON, Wis. — Determining whether or not to replace equipment is a decision that every onpremises laundry manager must face eventually. When that time

comes, there are several things to consider before making an investment in new equipment.

COST OF REPAIR

One of the first indications it is time to replace equipment is

frequent repairs. A good rule of thumb is that it is time to replace when the cumulative cost of constant repairs exceed the price of new equipment.

For example, if new equipment costs $5,000 and its average life

span is 10 years, then an operator can estimate spending about $500 per year for that equipment. If an older piece of equipment starts to cost $1,000 per year to repair, then it would be advisable to upgrade to a newer model.

NEW TECHNOLOGY

Another reason to consider replacing old equipment is when

the benefit of new technologies quickly outweighs the initial cost of the new equipment. This immediate return on investment can be experienced through decreased utility bills, increased linen life and improved linen quality and comfort after processing. Let’s take a look at some of the opportunities available.

Control Systems

Today, industry-leading commercial laundry manufacturers are producing controls that help to measure an OPL’s success by monitoring equipment use and operating efficiency. Managers cannot

improve what they cannot measure; being able to pull reports and view performance data on-screen will ensure machines are operating at peak efficiency. Upgrading equipment with a new, easy-to-use control system can help managers track operating costs, maintenance, labor and other key performance indicators to pinpoint areas where efficiency can be improved.

New machines with updated control systems can do more than just decrease utility costs. They can help to monitor how efficiently staff is operating the machines by recording cycle-start and -stop times; machine imbalance, which is an indicator of poor loading practices; and whether the correct cycles are being run. This is a significant reason to upgrade considering that labor accounts for as much as 45-50% of an OPL operator’s expenses.

If operators choose to upgrade to machines with a new control system, they should be sure to test it out prior to installation. Look for a system that will simplify training

(Image licensed by Ingram Publishing)

user-friendly graphic display. Make training easier with customizable languages and pre-programmed one-touch operation that allows an attendant to select a cycle program, such as one specifically for towels or another for bed linens, and click start.

Washer-Extractors

When considering the replacement of an old washer-extractor, there are several new technologies to keep in mind:

• G-Force — High-G-force extraction is potentially the most important investment an OPL operator can make. Washer-extractors with 400 G-force decrease drying times, reduce gas and labor costs, and increase throughput. That decreased drying time can exponentially increase the life of linens.

• Spray Rinse Technology

Spray rinse technology uses less water and delivers a more effective rinse compared to bath rinses alone. The spray rinse technology helps to increase throughput by up to 12% because of shorter cycle times. It also consumes as much as 39% less water with out sacrificing wash quality.

• Customizable Cycles further increase utility savings, look for washer-extractors with a wide range of customiz able cycles that help to coor dinate the right wash cycle with linen type. Some of these cycles may be considered ecofriendly and reduce water use.

Programmable water levels also allow operators to control water usage for different types of linens and different load sizes.

Tumble Dryers

A recent survey found that 79% of commercial laundry distributors and commercial laundry managers believe that OPLs over-dry linens by more than eight minutes per cycle. This cost of over-drying can be seen in higher utility and labor costs, and shorter linen life.

By upgrading to tumble dryers with over-dry prevention technol ogy, linens can experience up to 31% less fiber loss. Look for a machine that features a sophisti cated rotary transfer switch, which enables the system to sense dryness levels thousands of times per cycle for accurate readings, eliminating the need for guessing when linens are dry.

By automatically shutting off when the appropriate dryness level is reached, the machine elimi nates the need for an attendant to repeatedly check to see whether or not the linens are dry, or to program a longer dry time just to be sure. When over-drying is no longer an issue, an OPL operator saves on labor and utility costs while also increasing throughput.

PLANNING AHEAD

These new technologies may not factor into a replacement decision unless the OPL operator has all the

they know when to start considering replacement. Once a machine needs repeated maintenance, a manager should request a laundry operating analysis from their distributor and start to investigate new equipment and receive a quote. This foresight can help to decrease laundry room downtime should equipment break down and need to be replaced imme-

of the oldest and lowest-quality equipment first; however, if the cost of installation is offset by the benefit of replacing all equipment, then an operator should consider upgrading across the board. Additionally, if an operator chooses to upgrade all equipment, it is recommended to use machines with a control platform

ing replacing existing machines, look for a manufacturer that has a reputation for producing reliable, long-lasting equipment, proven in a state-of-the-art test lab. New machines represent a significant investment and should function for 10-15 years, so make sure that the equipment is up for that challenge. ALN

Bill Brooks is the national sales manager for UniMac, a provider of onpremises laundry equipment. He can be reached at bill.brooks@alliancels.com or 920-748-4437.

2014 Education Conference

Join Us In Orlando Feb. 26-28!

ARTA’s Fifth Education Conference is at the Orlando World Center Marriott

Must-attend event for healthcare laundry executives.

Register early for discounted rates; discounts for multiple registrations.

BONUS EVENTS: Must RSVP!

Plant tour of Disney laundry on Feb. 26 and Golf Scramble on Feb. 28.

Since 1982, ARTA has worked to create greater awareness and demand for reusable medical textiles. We’re the experts on helping you make the case for increasing the use of reusable textiles and surgical textiles. Come join us (and maybe bring the family), for ARTA’s Fifth Education Conference.

Agenda Overview

Register online now or download registration form and agenda from www.ARTA1.com.

Wed., Feb. 26 • 2 p.m. Tour of Disney Laundry Facilities • Welcome Reception by MIP and Encompass Group

Thurs., Feb. 27 • What’s New in Textiles, Selling Against Disposables, and the Future of Infection Control

Brooks

Designing greenfield or renovated laundry environments

BY cLiFF QUick

SYRACUSE, N.Y. — Whether your laundry project involves a new building design, renovation, expansion or even simply purchasing a “new” machine, the plant layout will most likely need to be reviewed.

This is not only to accommodate the material/process workflow, but also to validate existing utility and site infrastructure concerns for the project.

In a perfect world, the equipment layout would begin with a “blank canvas” and the concepts would be created by an architectural/engineering firm to design a laundry that best suits the needs of the customer. The optimization of the building space and utilization of the “cube” would be taken into consideration to support the initial production processing volume, as well as any strategic “vision” for business growth.

Unfortunately, this ideal situation rarely occurs with laundry projects. More often than not, projects fall into the categories of expansion or renovation/retooling. These types of projects are the most complex, given the need

to maintain levels of production during project implementation activity. In some cases, a compromise must be made between supporting existing processing requirements and the project implementation.

During site assessments of existing facilities, whether it be healthcare, linen or industrial plants, many operations are in older buildings with limited space to expand.

Future expansion and strategic growth were likely not taken into consideration when the initial facility layout was completed. Floor space is a precious commodity in a laundry, yet we discover batch tunnel washer systems set into building corners with no room to expand production capacity or replace aging equipment.

Building additions have been incorporated over time to accom-

modate new equipment to process additional capacity. Plants that have been expanded in this manner tend to resemble complex “jigsaw puzzles.” Often these expansion efforts were not wellpositioned to support the needs of the operation strategically.

Sometimes in the haste to address immediate shortcomings,

decisions are made that negatively impact the operation over time. This is why a thorough analysis and taking a comprehensive design approach are necessary, so that all future business objectives are taken into consideration before a solution is implemented.

A significant emphasis should be placed on designing process-

ing solutions that will afford the operator the ability to grow the business without extensive capital expenditures for the “concrete and steel” necessary to construct additional operating space. Therefore, it is important to take into consideration future growth by allocating operating “space” for future equipment.

MARCH

Feature: Buyer’s Guide Arguably the most complete, widely circulated guide of manufacturers and unique suppliers serving the laundry and linen industry today — a “keeper” for readers and advertisers alike.

Editorial Submission Deadline — January 15

APRIL

Feature: Linen Management and Inventory Control A manager’s ability to accurately track and protect a linen supply directly impacts the bottom line.

Editorial Submission Deadline — February 15

pound of clean linen, we detail how to accurately compare their operation to others in the industry.

Editorial Submission Deadline — May 15

(Photo: G.A. Braun)

Typically, a laundry equipment manufacturer will show future machines in the layout design, as this approach provides a clear understanding where future equipment is to be installed and integrated. The majority of the time expended during the laundry design process is determining the current and future production requirements, the most efficient manner in which to process the goods, and the optimal fit of the equipment.

When designing a new facility, a number of criteria should be taken into consideration. It is vital to understand the process flow so equipment is placed in a configuration that optimizes material handling while allowing ample space for projected future expansion.

Ceiling heights need to be designed with adequate AFF clearance to accommodate monorail systems. Utility systems (electrical/mechanical) need to be provided for all necessary equipment and incorporate future growth needs in the design process.

Chemicals, linen storage, loading docks, office space, maintenance areas, employee locker rooms and restrooms should also be taken into consideration with ample space provided.

Parking and exterior access to the building for deliveries and material off-loading are often overlooked. This includes the modeling of various route trucks and large bulk-transport vehicles.

Operators are often looking for a solution to address their inability to meet production goals. Often, they simply want to add equipment to address this need. This may not always be the appropriate approach.

Workflow may not be the first thing on a launderer’s mind, but it may be the answer to address their inabilities to meet goals. Analyzing the flow of goods in and out of a laundry plant, reviewing the production metrics and determining the equipment needed, along with some material handling, may be the best solution operationally, and this will undoubtedly be the best solution financially.

Increasing the automation level of an existing laundry facility certainly improves plant throughput. The industry has seen an increase in customer interests to include more material handling with conveyors and monorail systems to reduce the amount of carts, FTE’s and non-value-adding handling.

These types of project submittals are key given the analytical details that are combined with the presentation materials so that the business owner can make important strategic decisions. It is also important to note that in most cases, many improvements are not completely “captured” in the return-on-investment calculations.

These include increased wash and finishing-goods quality; better employee ergonomics; reduction in chemistry; and potential reductions in linen replacement costs. ALN

Cliff Quick is director of inside sales and project management for industrial laundry equipment manufacturer G.A. Braun, Syracuse, N.Y. Quick

Calendar

February

5 Textile Rental Services Association CEO/Executive Roundtable & Plant Tour - Hospitality Marriott Miami (Fla.) Biscayne Bay Info: 703-519-0029, ext. 108

12-13 Textile Rental Services Association Production Summit & Plant Tours Embassy Suites St. Louis Downtown Info: 703-519-0029, ext. 108

13 Association for the Healthcare Environment Webinar: Benchmarks and Other Metrics for Effective Linen Management Info: 312-422-3860

19 Textile Rental Services Association Webinar: Company Rights During OSHA Inspection Info: 703-519-0029, ext. 100

20 Association for Linen Management Webinar: Utilities—Keep Rising Costs at Bay Info: 800-669-0863

26-28 American Reusable Textile Association

2014 Education Conference

Orlando (Fla.) World Center Marriott Info: njenkins@arta1.com

March

3-7 Association for Linen Management

American Laundry & Linen College Eastern Kentucky University, Richmond, Ky. Info: 800-669-0863

10-12 G.A. Braun

Washer-Extractors Service School

Braun headquarters, Syracuse, N.Y. Info: 800-432-7286, ext. 254

13-14 G.A. Braun

Dryers Service School

Braun headquarters, Syracuse, N.Y. Info: 800-432-7286, ext. 254

17-21 Milnor

PulseFlow®/CBW® Service School Crowne Plaza New Orleans Airport Info: 504-712-7716 ALN

HELP FIGHT BREAST CANCER WITH SOUTHWEST LAUNDRY EQUIPMENT

We wanted to take this time to wish everyone a safe and an enjoyable start to this New Year. Along with all of the resolutions and fresh starts this New Year brings, we hope everyone had the opportunity to celebrate the closing of 2013 with their loved ones. Southwest Laundry Equipment has made a New Year’s resolution as well, and we would like to share it with you. We want to help fight breast cancer. We know first-hand how devastating cancer can be. To honor those affected with this dire condition, Southwest Laundry Equipment has decided to commit to donating to the American Cancer Society and to give our customers an opportunity to get involved. Southwest Laundry Equipment will be initiating a program where we will be selling exclusive cotton belting and guide tape. Specifically, these top-quality, premium herringbone belts will have two pink stripes down the middle, representing the fight against breast cancer, and will be available in 2” and 3” widths. Furthermore, our select guide tape is heat-treated and made of polyester, with pink stripes down the middle as well, available in 3/4” width. We are happy to provide samples upon request.

This special promotion will start on February 1 and will run until October, Breast Cancer Awareness Month. Orders can be placed immediately. For every yard of cotton belting sold, Southwest Laundry Equipment will donate 10 cents to the American Cancer Society. Moreover, 25 cents will be donated for every box of 100 yards of guide tape, with 400 yard spool orders increasing the donation to $1.00. Of course, we will continue to sell all of our other first-rate flatwork ironer products. If you have any questions regarding our campaign against breast cancer, or any of our other helpful merchandise, please feel free to contact our main office at (480) 205-1293, or visit us online at www.azsle.com

In Memoriam: Rod Stutler, Gurtler Industries

SOUTH HOLLAND, Ill. — Rodney K. “Rod” Stutler, regional vice president of corporate accounts at Gurtler Industries, died Dec. 14 at the age of 55, the company reports. Stutler had recently been diagnosed with throat cancer, and was in the middle of therapy treatments.

A long-time employee of Gurtler Industries, Stutler served in various roles for the company, and was involved in several industry associations, including the Textile Rental Services Association (TRSA), the International Association for Healthcare Textile Management (IAHTM), CSCNetwork, the Association for Linen Management (ALM) and Universal-Unilink, the company says.

Greg Gurtler, president of Gurtler Industries, was a close friend of Stutler’s. “Rod was very instrumental in the growth of Gurtler Industries throughout his career. He was a true professional and will be missed by all.”

Stutler is survived by his wife of 27 years, Brenda Stutler; children, Ryan M. and Lauren J. Stutler; parents, Roger K. and Joanne Stutler; brothers, Roger Stutler Jr. and Scott Stutler; and a stepbrother, Steven McCauley.

“It was Rod’s longtime wish to be an organ donor; however, due to his battle with throat cancer, his body was unable to fulfill his wishes,” the company says. “In spite of this, Rod was able to donate his corneas to two individuals who [received] the gift of sight before Christmas.”

A memorial service was held Dec. 20 at the Paquelet Funeral Home in Massillon, Ohio.

Donations in his memory may be made to The Research and Education Foundation of the American Head and Neck Society at 11300 W. Olympic Boulevard, Ste. 600, Los Angeles, CA 90064, or online at www.ahns foundation.info/one-time-donation-form/

Electrolux to spend $85 million on North American HQ expansion

CHARLOTTE, N.C. — Electrolux is adding 810 new local jobs and expanding its North American headquarters here, its second expansion at the location in three years. The new jobs are in the areas of research and development, marketing, design, engineering, supply chain, finance, IT and executive management, and will be added by the end of 2017.

North Carolina Gov. Pat McCrory joined Jack Truong, president/CEO of Electrolux Major Appliances North America, to celebrate the announcement as a major milestone in the company’s growth.

“Electrolux is committed to bringing

innovative solutions to consumers and to advanced manufacturing,” Truong says. “As a leader in appliance R&D, innovation and beautiful design, we’re excited about what this new expansion means for the future of our business and that our continued investment in Charlotte will help bring jobs and drive economic growth.”

“We are excited to see Electrolux expanding as Electrolux Professional and Wascomat laundry equipment brands continue to rapidly gain market share in North America,” says Neal Milch, CEO of equipment distributorship Laundrylux. “Electrolux is a global leader in sustainability and innovation, and we are proud to have our distributors come to Electrolux North America’s world-class facility for hands-on product training. This expansion further illustrates the company’s commitment to its customers and partners.”

Electrolux will invest $85 million in the development of a second building adjacent to the existing headquarters. Features of the new six-floor, 375,000-square-foot building will include LEED certification, solar panels, a roof garden and a courtyard.

“The $85 million investment will have an immediate impact on the local economy … as we engage local architects, designers and construction-related vendors and will last throughout the next two years as we build our second facility,” says Truong.

In Memoriam: John M. Taylor, John Taylor Systems

DEL MAR, Calif. — John Michael Taylor, founder of John Taylor Systems, died of pancreatic cancer Dec. 16 at the age of 74, according to an obituary published by his family in the Del Mar Times

Taylor sold industrial laundry equipment for Washex Machinery of Southern California, Braun Systems and John Taylor Systems before retiring in 2012.

He was born Oct. 8, 1939, in Santa Monica, Calif., to John and Dorothy Taylor, the first of three children.

He served in the U.S. Coast Guard, Alameda, Calif., for eight years, and afterward married Jacquelyn Sanders, with whom he had three children. He married his second wife, Patricia, and they shared many happy times together traveling and entertaining, until her death in 1999, according to the family.

Survivors include Gina Ramirez; his children, Kevin Taylor of Las Vegas, Kimberly King of San Diego and Darren Taylor of Louisville, Ky.; two brothers, Bob Taylor of Columbus, Miss., and Bill Taylor of Castaic, Calif.; and four grandchildren.

A family memorial Mass was celebrated at the Immaculata in San Diego on Dec. 17. A Celebration of Life ceremony is planned for the Fourth of July weekend at Del Mar Beach, according to the family.

Stutler

Taylor

making a good cart (first) impression

Confidence in linen cleanliness linked to presentation

by JAck smyLie

ASHTABULA, Ohio — Many hotels, resorts, hospitals, and nursing homes invest heavily in brand imagery to attract clients and customers. They design beautiful, modern facilities with stunning exteriors, lush landscaping and lavishly decorated interiors to present a pristine, luxurious image.

Yet despite this apparent commitment to the importance of imagery in conveying high value, management often allows the housekeeping department to parade battered, old laundry carts billowing over with soiled laundry through the facilities in full view of guests, patients and others.

This not only looks bad but also makes people question the cleanliness of the entire operation, accord-

ing to Randy Bernstein, director of linen services for Maricopa Medical Center, Phoenix, Ariz.

“We used to move soiled laundry in open-top carts and it made people visibly uncomfortable on the elevator,” says Bernstein, whose on-premises laundry processes 2.7 million pounds of linens annually. “If it looks like we’re not careful with cleanliness or controlling the spread of germs in the hallway, then people begin to question if we’re careful in the emergency room, the operating room and everywhere else.”

He bought a fleet of new carts with lids and doors that hide the laundry and trap any odors inside.

PERCEPTION

It can be challenging to quantify the impact of visual appeal on the bottom line. But according to a

growing segment of veteran laundry professionals, the issue is real. For textile rental companies, it is no longer enough to consistently produce clean linens and deliver them to the right place on time, every time, and at a competitive price.

Linens may leave the laundry clean and even wrapped in plastic when loaded onto the truck or onto a maid’s cart, but unless they arrive packaged with the perception of clean, their cleanliness will come into question, according to Marty Martin, executive vice president of Apex Linen, a highvolume laundry, linen rental and commercial drycleaning company that serves the major hotel resorts in Las Vegas.

“I’ve seen loading docks cluttered with a hodgepodge of different carts in various sizes, colors and styles; some scratched and beaten up; some with papers dangling, some without; some with shelves, some missing shelves; it just doesn’t look good,” says Martin, whose company sports a standardized fleet of neon green carts.

“You can produce the cleanest linens with a beautiful finish but if the carts look dirty when they get to the customer, it makes people wonder if the linens inside are dirty.”

Stephen Florence, vice president of sales/service for Starr Textiles, Foley, Ala., agrees that using old, banged-up linen carts can make people think the linens might not be clean. The company provides textile rental, commercial laundry and garment processing services in Alabama, Mississippi, Louisiana and Florida, and recently celebrat-

ed the opening of a new facility in New Orleans.

“Our hospitality customers understand the importance of the presentation in creating and conveying value. Just think about the grand entrance in a hotel or the quality of the table linens in a fine restaurant,” says Florence, who bought a fleet of new linen carts for Starr’s new facility.

BRANDING

Laundry carts offer an opportunity to communicate and support brand image 24/7, at no extra cost.

“Most of the people who use our linen carts and see them around town will never see the inside of our new facility,” says Martin.

“The only thing they may know about us is our clean, green carts so it’s vital that they look sharp and properly convey our brand image at all times.”

At Starr, Florence color-codes his linen carts, one color per

account, and includes the company name on each one.

At Maricopa Medical Center, Bernstein originally selected purple for his carts to match the color palette of the hospital. Soon after, they became a visual signature of the department and are affectionately called “Baby Barneys” after the cartoonish dinosaur. Bernstein later ordered coordinating cart covers and staff uniforms.

With the new carts, he and his staff no longer need to look away from people on the elevator.

“We could be hauling anything inside but all people see is a smooth, nice-looking cart and that reflects well on the entire facility.” ALN

Jack Smylie is national sales manager of laundry cart manufacturer Meese Orbitron Dunne Co. (MOD), a member of the Tingue family of companies. He can be reached by e-mail at jsmylie@modroto.com.

A staffer at Starr Textiles, Foley, Ala., sets clean linens in pink MOD 102P laundry carts. Non-removable shelves are shown set in both vertical and horizontal positions. (Photos: Meese Orbitron Dunne)

Vice President Marty Martin of Apex Linen, Las Vegas, shows clean linens ready for delivery in new 72P laundry carts from MOD.

Randy Bernstein, director of linen services for Maricopa Medical Center, Phoenix, Ariz., replaced open-top laundry trucks with MOD’s 72S carts to hide soiled laundry.

PANAMA CITY, Fla. — Al Adcock has been named vice president of sales and marketing for B&C Technologies, the company reports, succeeding Bill Rhymer, who is retiring after eight years with the company.

Rhymer has 48 years of experience in the laundry industry, having worked for several different manufacturers, the company reports.

“We are very thankful for Bill’s contributions to B&C and hope he enjoys his retirement,” says Bengt Bruce, president of B&C Technologies.

“I am leaving B&C with mixed emotions,” says Rhymer. “They have excellent products and services, and I will sorely miss the camaraderie of my fellow employees. On the other hand, I relish the opportunity to be free of the daily grind and be able to get out on the road again to visit my friends and family.”

Rhymer thanked the Bruce and Cowen families for their support.

Adcock has been with the company since B&C Technologies began, starting as an engineer before becoming technical manager. His background in the laundry industry began in 1992, and he has been “instrumental in the design of several machines on the market,” according to B&C.

“Having someone who completely understands the mechanics of the equipment on our sales team is a huge asset,” says Bruce. “Al has been a vital part of B&C, and we are excited to have him in this position.”

“I’m looking forward to the challenge and continuing the success of B&C Technologies,” says Adcock.

Rowen steps up to new role for Alliance Laundry Systems

RIPON, Wis. — Alliance

Laundry Systems has appointed Kathryn Rowen North American sales manager for its Huebsch, IPSO and Cissell brands, the company reports.

Rowen transitions from senior

Track Career

director of marketing and brands, the company says, which will allow her to “leverage her previous marketing experience and proven leadership ability as she provides the sales teams with strategic direction and insights.”

Alliance adds that, in her new role, Rowen will oversee regional sales managers and be responsible for the growth of distributor relationships and the enhancement of products and services provided by each of the three brands.

“Under Kathryn’s leadership, our brand campaigns and newproduct initiatives were well orchestrated; she produced meaningful work and progress that created enthusiasm among our customers,” says Mike Schoeb, president and CEO of Alliance Laundry Systems. “I am delighted to see Kathryn take on one of the most challenging management roles in the company and look forward to her continued success.”

Rowen has a bachelor of science degree in biomedical engineering from the University of Iowa and an executive MBA from the J.L. Kellogg Graduate School of Management of Northwestern University, the company reports.

Prior to joining Alliance, she was a general manager for Kohler Co. in Kohler, Wis.

Lavatec Laundry Technology adds three to staff

BEACON FALLS, Conn. — Lavatec Laundry Technology (LLT) has hired Russ Hubball as senior project engineer, Dave Smith as regional sales manager and Franklin Frances as field service technician, the company reports.

Hubball joins the company with 20 years of manufacturing and fabricating experience, according to LLT.

“Russ is well versed in our industry and has a solid track record,” says Tom Washbrook, vice president of operations. “He understands our commitment to developing high-performance products with cost-reducing features and outstanding reliability for any laundry situation.

Working with our sales and engineering teams, his prior experi-

ence and success will help him oversee the installation of new equipment and the renovation of existing equipment with our customers.”

Like Hubball, Smith brings with him many years of industry experience to the company, having worked 28 years in various industrial laundry equipment sales and marketing positions, LLT says.

Smith reports to Washbrook and is based in Wichita Falls, Texas, where he has resided since 1997. He is responsible for company sales in all states west of the Mississippi River, with the exception of Arkansas and Louisiana.

“After working with the ELX Group/Senking and Washex in the past, Dave Smith brings a wealth of equipment knowledge that will benefit our expanding presence in the industry,” says Washbrook. “His skill with product knowledge, customer associations and problem-solving are the characteristics of his success.”

Frances has several years of manufacturing experience, having worked most recently as an assembly and field service technician at Ward Leonard Electronics.

“Franklin represents new blood that not only is good for Lavatec Laundry Technology but for the industry as well,” Washbrook says. “He’s energetic, has a can-do attitude, and we’re glad to have him join our team.”

company adds. He has “proven himself successful” in developing and keeping relationships between suppliers and customers in several fields.

Haimes’ “fluent command of Spanish” will be of benefit, the company says, in addition to the training he’s received from Tingue, Brown staff members.

Haimes says his challenge is to develop new markets wherein the company will serve as customers’ support partner for preventative maintenance.

“Allan’s combination of business education, linguistic facility and enthusiasm make us highly confident of his success in this assignment,” says Dan Koebel, Tingue, Brown & Co. export director.

Haimes resides in Miami with his wife and children.

Illinois, where she also minored in marketing.

“Jaimie’s main focus will be to help develop our strategic marketing and advertising plans, and the execution of those plans,” says Kirchner. This includes supporting the company’s entire distribution network with brand marketing materials and services.

“She’s very excited to be a part of the sales and marketing organization at Dexter Laundry,” adds Kirchner.

RFID firm InvoTech appoints Welles company president

EAST RUTHERFORD, N.J. — Diamond Chemical has promoted Dave Halpern to chief financial officer, the company reports.

Halpern joined Diamond Chemical in September 2011 as its director of accounting, the company says, and has more than 25 years of accounting experience.Previously, Halpern held positions within the distribution, manufacturing and promotional industries, according to Diamond Chemical.

“Dave has a broad array of knowledge in corporate finance, financial planning and analysis, as well as implementation of ERP systems,” the company says.

SADDLE BROOK, N.J. — Tingue, Brown & Co. has appointed Allan Haimes as its representative to Central and South America, providing technical support and product sales, the company reports.

Haimes has a business and marketing degree from Mississippi State University, and has extensive professional experience throughout the Caribbean and Latin America, the

Halpern holds a bachelor of science degree in accounting from the State University of New York at Oneonta.

Dexter Laundry promotes Johnson to marketing mgr.

FAIRFIELD, Iowa — Dexter Laundry has promoted Jaimie Johnson to marketing manager, the company reports.

Her tenure at Dexter Laundry has included a summer internship and a role as industrial designer for the engineering department for the last 21/2 years, says Craig Kirchner, vice president of sales.

Johnson holds a bachelor’s degree in industrial design from the University of Southern

LOS ANGELES — InvoTech Systems, which provides asset management systems for uniforms, linens and laundry operations, recently appointed Jeff Welles company president.

Welles brings 21 years of experience solving clients’ business problems with advanced technologies to his new post. He had been InvoTech’s vice president for six years.

“My primary objective is to continue our commitment to client success with a focus on emerging technologies,” Welles says. “We will always integrate the newest technologies and apply the most effective solutions for client use. I intend to expand our team, add resources and augment internal procedures to continue providing the highest quality services while expanding our client base and launching InvoTech’s services in new industries.”

Welles began his tenure with InvoTech as a systems specialist in the customer support department. He also served as installation manager and oversaw system implementation and training in multiple markets before moving into directorships in operations, and sales and marketing.

Welles also supervised InvoTech’s product development and software enhancements.

The company says its UHFRFID laundry, linen and uniform systems are installed in businesses worldwide in more than 20 countries.

Adcock succeeds retiring Rhymer at B&C Technologies

Tingue, Brown & Co. appoints Haimes Latin America rep

Diamond Chemical promotes Halpern to chief financial officer

Rowen

Rhymer

Welles

Johnson

Adcock

Frances

Haimes

Halpern

Smith

PARTS FOR SALE

WASHEX PARTS

Hard-to-find Washex parts, on-site rebuilding, tech support.

LAUNDRY PARTS CENTER 800-352-4492 Fax: 305-827-3991

PARTS, PARTS, PARTS

Huge stock of parts for most laundry equipment & boilers. Also traps, valves and lubricants. Overnight delivery.

Steiner-Atlantic, 800-333-8883 Fax: 305-751-8390 parts@steineratlantic.com www.steineratlantic.com

WASHERS – CONTINUOUS BATCH

Pellerin Milnor Corp. P.O. Box 400, Kenner, LA 70063 504-467-9591, Fax: 504-468-3094 www.milnor.com

WASHER-EXTRACTOR – 100 POUNDS OR LESS

Pellerin Milnor Corp.

P.O. Box 400, Kenner, LA 70063 504-467-9591, Fax: 504-468-3094 www.milnor.com

WASHER-EXTRACTOR – 100 POUNDS OR MORE

Pellerin Milnor Corp.

P.O. Box 400, Kenner, LA 70063 504-467-9591, Fax: 504-468-3094 www.milnor.com

Pellerin

IPSO www.ipso.com 19

Jensen www.jensen-group.com 23

Kannegiesser USA www.kannegiesser.com 13

Kemco Systems www.kemcosystems.com 25

J.P. Equipment www.ineedjpequipment.com 28

LaundryCareers.com www.laundrycareers.com 28

Lavatec Laundry Technology www.lavatec-laundry.com 32

Leonard Automatics www.leonardautomatics.com 11 LG www.lgcommerciallaundry.com 5

Lubbert Supply www.lubbertsupply.com 22

McClure Industries www.mcclureindustries.com 23

MIP www.mipinc.com 25

Pellerin Milnor www.milnor.com 3

Royal Basket Trucks www.royal-basket.com 16

Southwest Laundry Equipment www.azsle.com 24

Stanco Industries www.stancoind.com 28