American Laundry News - November 2014

Registration opens for Clean 2015

ATLANTA — Registration is now open for Clean 2015, to be hosted here from April 16-19, according to Riddle & Associates, the show’s management company.

To pre-register online, or to download a printable form for registration by mail or fax, visit www.cleanshow. com. Pre-registration at the rate of $99 ends March 31, 2015. After that date, only on-site registration at the $149 rate will be available.

The show spans four days and includes more than 35 hours of educational sessions. Conference organizers describe it as “the world’s largest exhibition for the commercial laundry, drycleaning and textile services industry.”

“The Clean Show’s value is absolutely beyond compare,” says John Riddle, president of Riddle & Associates. “Attendees can see the equivalent of 100 laundries running simultaneously with live steam, have access to several educational sessions taught by leading industry experts, and spend four days networking and finding everything they need to grow their business—and all for under $100!”

Attendees can register for official Clean Show hotels on the website. Special rates are offered through EventSphere, the show’s official housing provider. ALN

Niche

Unique environments

By Theresa Boehl, ediTor

CHICAGO — Textile care facilities come in a variety of shapes and sizes, from massive plants processing linens commercially to tiny rooms hidden away in the basements of buildings. For those businesses and institutions that prefer to keep their laundry processing in-house, such as in common environments like hotels and hospitals, a unique set of challenges greet their laundry operators every day.

That is also true for laundries serving niche markets, where processing environments don’t mirror those of more traditional OPLs, and where laundry might only be a small cog in a large wheel.

Regardless of these differences, laundries in niche markets are like other OPLs in that they need the right equipment for the job.

American Laundry News spoke to some manufacturers and dis-

tributors of laundry equipment designed to address the needs of these niche markets. They shared the requirements and considerations of less-than-common OPLs, such as those found in car washes, cruise ships, spas, salons, athletic facilities and party rental companies.

CRUISE SHIPS: TIGHT QUARTERS, NUMEROUS WORKAROUNDS

Gary Lazarre, product support director for Pellerin Milnor, describes the laundry area onboard a ship as highly organized, since there’s not much space to spare in this environment, especially for storage of soiled and clean linen.

“The workspace, in general, is tight,” he says. “There’s tight

By Charlie Thompson ii

RICHMOND, Ky. — Customer service is a top priority for many businesses processing linens for the healthcare industry. When providing this service, it is important to go “above and beyond the call of duty,” says April Palmquist, RLLD, business development manager at Angelica Corp.

Eva Granado, CLLM, RLLD,

linen distribution manager for Texas Health Harris Methodist Hospital, illustrates the importance of providing good customer service to hospitals and healthcare facilities, saying companies should “never fail to astonish the customer.”

Palmquist quotes Apple founder Steve Jobs, saying, “Get closer than ever to your customers—so close, in fact, that you tell them

what they need well before they realize it themselves.”

She also points out that the healthcare linen industry is like many other industries from a customer service standpoint, and that being in tune with customer needs is important to all customer service efforts.

Palmquist and Granado elaborated on this topic in their Association for Linen Management (ALM) webinar titled Proactive Customer Service

EVERYONE IS A CUSTOMER

According to Palmquist, there

adopt a proactive approach for best results inside

are many distinct customers to be aware of when providing linens for the healthcare industry.

There are the outsourced management customers, “who all have a stake in the laundry service, whether they directly manage the laundry service, make the beds, or manage the contacts.” These include laundry managers, housekeeping personnel, material managers and anyone who may be involved in any on-site laundry processing.

Clinicians and the infection

Panel of Experts

Strategies for avoiding unplanned equipment downtime.

The newspaper of record for laundry & linen management

CHICAGO — When it comes to keeping up with trends in laundry equipment, chemicals, textiles and other products, most laundry managers who participated in last month’s American Laundry News Your Views survey say it’s an important part of the job. In fact, a little more than 88% believe it’s “highly important,” while nearly 12% say it’s “somewhat important.” No one who took the survey thought keeping up with trends was a low-priority task.

“As an industry professional, I consider it my responsibility to be aware of industry standards and any breaking developments,” one respondent says. “However, just because there are new technologies available, that does not mean they are the best solution for our company or our customers.”

Those polled list a number of methods for staying on top of the latest product trends and news. Participants were allowed to choose all the methods that applied. Close to 93% say they turn to industry publications to stay informed, and nearly 88% say they talk to their vendors to learn more. Another popular method, garnering 75.6%, involves communicating with colleagues, and 58.5% of respondents say Internet research leads them to the latest information on product trends. The lowest percentage, 56.1%, say attending trade shows and other events keeps them up to date. No survey participants reported they don’t make an attempt to keep up on the latest trends.

An overwhelming majority of respondents—97.6%—indicate that they are more likely to be interested in a new product or technology if a colleague recommends it.

When asked what best describes their approach to adopting new technology or using new products, 80% of laundry/linen managers polled say they prefer to wait until others have tested the products to see how they perform. The remainder (20%) like to have cutting-edge products in their laundries as soon as they can get them.

“You must move forward to improve and grow,” says one respondent. “Otherwise, you will [become] stagnant and fail. This industry is no different than any other … grow or die.”

“There is always a danger in being the first to use a product. It can be painful and often difficult, as a new piece of equipment or linen needs to get tweaked before it performs properly,” another respondent comments. “I personally find the risk worth the eventual reward.”

Though it may be a far-fetched fantasy, if respondents were given a large sum of money to buy new equipment or products for one facet of their facility or operation, many say they would purchase finishing equipment. Washers were another highly desired product.

One respondent went for the gold, choosing “a new facility” as the most likely item to be purchased with the money instead of any one piece of equipment. Other responses pointed to dryers, energy-efficient lighting, productivity-tracking systems and water-reclamation equipment.

“If you have a good operation going, nurture it,” says a respondent. “Seize the opportunity to become more efficient by adding equipment that will make what you have worked hard to build better. Keep your eyes and ears open, and watch your bottom line.”

While the Your Views survey presents a snapshot of readers’ viewpoints at a particular moment, it should not be considered scientific; due to rounding, percentages may not add up to 100%. Subscribers to American Laundry News e-mails are invited to take the industry survey anonymously online each month.

All 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 identify industry trends.

Publisher

Charles Thompson

Phone: 312-361-1680

E-Mail: cthompson@ ATMags.com

Editorial Director

Bruce Beggs

Phone: 312-361-1683

E-Mail: bbeggs@ ATMags.com

Digital Media Director

Nathan Frerichs

Phone: 312-361-1681

E-Mail: nfrerichs@ ATMags.com

Editor

Theresa Boehl

Phone: 708-280-1750

E-Mail: tboehl@ ATMags.com

Production Manager Roger Napiwocki

National Sales Director

Donald Feinstein

Phone: 312-361-1682

E-Mail: dfeinstein@ ATMags.com

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

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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 11. 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.

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MEMBERSHIPS

“We have been serving the local market in the Tuscumbia area for more than 50 years and this strategic acquisition gives us a chance to grow our business in a key market while introducing new products and services to our new customers,” said John Sutherland, senior vice president of U.S. operations. “Our Tuscumbia branch has the capacity and resources to take on the additional volume, and I’m confident the operational and service leadership we have in place will facilitate a smooth transition.” ALN

The PulseFlow changed my mind on tunnel washing.”

– Tim King, Partner/General Manager at ImageFIRST,

Clearwater, FL

Tim King admits he was a skeptic of tunnels, but understood that the production would benefit from a tunnel washer. “I saw firsthand how white the linen came out. PulseFlow is what changed my mind about tunnel washing. With a top-transfer tunnel, you get the lift-and-drop effect just as you do as in a washerextractor.” ImageFIRST Clearwater now runs as much linen as possible through the tunnel because of its inherent savings. Since the plant began using the PBW™ tunnel, the laundry’s water and sewer bills have been cut in half... even with the continued use of their aging two large open-pocket washer-extractors.

To find out how Milnor can cut your water bill in half, contact an authorized Milnor distributor or call 504-712-7656.

“

Equipment: A major player

There are so many elements to juggle when running a laundry operation. Staff concerns, rising utilities, and the pressures of keeping production moving all compete for laundry managers’ attention. But putting those things aside for a moment, it’s clear that having reliable, wellmaintained equipment is a priority, since all other facets of the operation rely so heavily on it. This month, we explore the many ways equipment can have an impact. In our feature on niche markets, we highlight the ways that equipment can help address the unique needs of lesscommon OPLs, such as those found on cruise ships, in car washes or at correctional facili-

From The Director’s Chair bruce beGGs

ties, for example. Always full of good tips, our Panel of Experts contributors outline ways to keep equipment in tip-top shape, and offer advice for how to deal with breakdowns.

Our Your Views survey shows that laundry/linen managers are keeping tabs on the latest information on laundry equipment and products—almost 90% of those polled say they believe it’s a highly important part of their job, and nearly all respondents say technology gets their attention most when it comes recommended by a colleague.

Respondents also tell us that industry publications are a primary source for equipment and product information. We’re glad to be among those resources, and happy you joined us this month. Here’s to many more months of smooth operation, no matter what market your facility serves. ALN

Lapauw International opens U.S. subsidiary, adds leadership

KORTRIJK, Belgium — Lapauw International N.V. reports the grand opening of Lapauw USA LLC, a wholly owned subsidiary that the company says will provide sales, service and parts and will also provide machinery manufacturing and assembly in the future.

The company, based in Salt Lake City, aims to service commercial and industrial laundries in North America, and will be the exclusive source for Lapauw products in the region.

David Bernstein, who has more than 20 years of professional experience, has been named president of Lapauw USA. His résumé includes serving as president of Consolidated Laundry Machinery Co., as director of the now defunct Uniform and Textile Services Association, as chief operating officer of F-MATIC Inc., and as senior vice president of TurnKey Industrial Engineering Services. A frequent teacher at industry institutes and schools, Bernstein has also served on several boards and held a number of committee chairmanships as well, according to Lapauw International.

“I am honored and privileged to have been asked to build and lead Lapauw’s team here in North America,”

says Bernstein. “The Lapauw brand and products are well respected around the world, and I know that North American laundries will benefit from having access to sales, service, parts and, soon, manufacturing support right here at home.”

Charged with the task of introducing Lapauw’s line of products to laundries in the region, Michael Squillace has joined Lapauw USA as national sales manager. He has experience both as an operator and a supplier, and was most recently employed with Garment Machinery Inc.

Philippe D’heygere, president of Lapauw International, says expansion into the North American market has been a goal since 2010, when he and CEO Steven Renders purchased the company.

“We couldn’t be more pleased with our choice of management and sales leadership in the new company,” he says. “David and Michael bring lifetimes of experience in the industry and excellent reputations within the market, and we are thrilled to have them join our group to introduce our products to a wider audience of laundries in the United States, Canada, Mexico and the Caribbean.”

update: energy reduction via textile products

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s I stated in a column earlier this year, my major project for 2014 is to research and purchase more energy-efficient textile products for my laundry and customers. In researching products, I was not willing to sacrifice any of the current linen features that my customers prefer.

I have deliberately not mentioned any specific manufacturer or linen company while writing this column, as I do not believe it is my place to advocate for one company or another. My goal is to investigate and advocate for possible product and/or operational changes that can benefit the laundry industry. I am searching for longer-lasting, low-linting, color-fast, energy-efficient products.

I began by looking at bath blankets, thermal spreads and knit contour sheets. I have been unable to find an acceptable bath blanket with more than a 50% cotton/50% polyester mix. While I haven’t yet found one, I continue to be open to possible alternatives.

We tried three different 100% polyester fitted sheets to replace my current knitted fitted sheet, which is 55% polyester. The first sheet we tried was a polyester microfiber sheet. I was excited about its feel, and colleagues were eager to try it. Unfortunately, the trial went downhill right from the start. The item would not run through the production equipment we normally use for contour sheets. They had to be hand-folded instead of machine-folded.

Also, the design of the contour sheet did not lend itself to easy application at the bedside, and because it was a little oversized, the sheet bunched up and wrinkled under patients. The housekeepers and laundry personnel complained about the product because it seemed to generate a lot of static electricity. The final flaw with the sheet was its very poor air permeability. This made for a hot, uncomfortable environment for our patients. We abandoned the trial after 30 days of using it at three different locations.

We are now in our fifth month of undergoing trials of a 100% polyester knitted sheet. In my research, I found two companies that were marketing this type of sheet. I have samples of both going through my system with no complaints. This sheet can be handled just like the previous cotton/polyester knitted fitted sheet, has a nicer hand, and since it is woven, should be resistant to holes caused by pins and clips. Our plans are to continue to purchase this item and begin to reduce the dryer times early next year.

I found one potential product to replace our 50% polyester/50% cotton thermal spread. When I was searching for this, many companies told me they had products in the works, but only one company actually had a 100% polyester thermal spread on the market. We wash-tested a number of these blankets and found that they processed through our system exactly like our current spread.

However, the challenge with this spread was the lack of an acceptable color and length. We were able to work with the company to design a modern color that would meet the demands of the internal design department and create a length that would meet the expectations of all our customers. This product is currently in production and should be available this month. Since it’s still a custom item, we had to commit to a year’s worth of the product in order to get the company to make it. I am comfortable with this decision because of the extensive field testing we have already completed.

In about six months, we will be able to begin to make adjustments to the dry times on the loads of thermal spreads. Though we are still in the beginning of the fitted sheet trial, we’re anxiously awaiting the start of the thermal blanket trial this month. I hope to be able to update readers again in six to nine months to let them know how this journey is progressing.

him by e-mail at efrederick@carilion.com.

COLUMNIST AT LARGE Eric L. Frederick, RLLD

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

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headroom, and the laundry room is typically shoehorned into the bottom of the ship, with little thought other than fitting all of the equipment into a space.”

Even if the equipment fits, laundry room workers may have to get creative when it comes to moving around in the space. These constraints make the laundry’s general operating approach “cumbersome on its finest day and ridiculous on a regular day,” Lazarre says.

Barrier walls meant to separate the wash side of the laundry from the dry side—an important design element for fire prevention purposes—present challenges for anyone who needs to traverse the labyrinth of machinery to get close to a piece of equipment.

Lazarre says he’s been a part of maintenance tasks “where we had to remove a catwalk to crawl into a 1-foot-wide gap to work on something at the floor, and the catwalk was at 3 or 4 feet in the air. So it’s literally [like] you’re crawling into a crack in order to lay on your stomach to work on a component.”

The linens processed onboard a cruise ship are much like those

found in a typical resort property, according to Lazarre, but the difference is that come turnaround day, when all the guests leave, the laundry will experience a large influx of linen, as all items are stripped from the beds and processed before the next voyage. Towels from the pools, along with napkins and table linen from the restaurants, are also rounded up and processed.

When it comes to keeping equipment running to ensure smooth processing of these linens, having spare parts on hand is absolutely essential, Lazarre says, as the logistics of getting spare parts when needed can be more complicated than most land-based OPL managers can begin to imagine. Items are most easily acquired when a ship gets to its home port, which may not happen very often.

“So, a spare part that is needed for a piece of laundry equipment— flatwork feeder/folder, ironer, etc.—[this] could be three months in transit sitting in a warehouse, being loaded on a container, being shipped by container ship to a foreign port, offloaded, delivered to the port and then unloaded onto a cruise ship,” Lazarre explains.

For this reason, most cruise ships have an abundance of spare parts onboard, he says, but adds that “anyone who knows enough about electronics and mechanics and electrical components knows it’s always going to be something that you don’t have that will happen to break today. ”

This lack of a readily available support system, among other restrictions, makes for a unique culture that invades the entire ship, according to Lazarre.

“There’s a ship mentality, and they all possess it,”

he says of cruise ship employees. “They will work around any obstacle. But it’s like watching people build pyramids by hand—it would astonish most people in a landbased laundry.”

Because fire prevention is always on the mind of staff members, special efforts are made to reduce lint. Lazarre says cracks and crevices behind panels that can accumulate lint are cleaned by housekeeping staff often, and that ships have invested in other features to cut down on lint, such as structural beams dressed in stainless steel panels.

“Fire prevention on a ship is of the highest priority,” he says.

And when it comes to the kind of equipment best suited to the environment, Lazarre says that cruise ships that have the available space might consider a continuous batch washer system, which could include a continuous washer, press or extractor of some sort, a shuttle, dryers and conveyors to transport linen. Conveyors are important because, in many cases, space doesn’t allow for manual movement.

“You have to use conveyors to move stuff because it’s just too crammed up to get a body behind it to do it any other way,” he says.

SPAS, SALONS, ATHLETIC FACILITIES: HAIR, WEAR AND TEAR

Though spas, salons and athletic facilities all cater to people’s desire for self-improvement, Dan Goldman, senior regional business development manager at Laundrylux, says each has different processing requirements due to divergent goals at the heart of those businesses.

A spa, for instance, probably won’t need an industrial-strength machine, but will need a piece of equipment more durable and long-lasting than a regular home appliance. Goldman says one type of washer from Wascomat (distributed by Laundrylux) is popular with spas because of its “Pump Guard,” which keeps the equipment’s pump from getting clogged when items like safety pins and bra underwires end up in the wash.

This feature helps salons, too, which often deal with an abundance of hair in the washer, another drain-clogging item.

Goldman says the quality of towels at a spa or an athletic facility is of utmost importance to clients.

At a salon, towels are stained with hair dye but reused many times, so extending linen life is the highest priority for this kind of business.

At athletic facilities, operating on a 24-hour schedule has resulted in the need for a steady supply of clean towels at all hours of the day and night, according to Goldman.

“And the last thing [customers] want after a strenuous workout is not to have clean, fresh-smelling towels and, of course, washcloths,” he says. Some of the fitness centers that provide massage services will need fresh sheets and pillowcases, too.

Ultra-high-speed extraction can help get the towels dryer in shorter amounts of time, allowing for quicker production, Goldman says. He adds that machinery with a gravity drain, which allows debris to empty through a floor drain, means nothing will get caught in the pump, and is well-suited for fitness centers as it rapidly removes water in the load and readies it for a quick dry.

Besides quality and availability, extending linen life for this type of niche laundry is also important, and can mean examining the doses of chemicals used in loads.

“What has happened in the past … is the tensile strength loss [for linens] has been exacerbated in fitness centers, because they tend

to use way too much bleach to get everything bright and white,” Goldman says.

When operators make sure they’re not using too much bleach, they cut back on the chance of linens tearing and ripping easily. Chemical doses and water levels can be adjusted based on the weight of the laundry in the washer through a feature called SmartDosing, Goldman says.

And when it comes time to dry, leaving just a touch of moisture in linens helps operators keep from over-drying them, which can result in lint and other fire hazards, he says.

“What gyms … are generally doing is leaving [the moisture] at 2%,” Goldman comments. “At 2%, you can’t even feel moisture, but there’s enough moisture in there to cut down on the biggest enemy a laundry has: static. And static’s best friend is lint.”

PARTY RENTAL FACILITIES: THE IMPORTANCE OF FINISHING

While many niche laundries are pressed for space, a party rental laundry might be located in a facility as large as a warehouse, where finding the room to put equipment is not a problem.

“That’s why a lot of party rental [facilities] entertain the idea of bringing their linen in-house for processing,” says Matt Fields, director of special projects at Chicago Dryer Co.

Another difference is that party

Restricted space for laundry equipment is common on cruise ships. (Photo: Pascal Robin, Milnor International)

Spas often choose durable equipment that can deal with items such as safety pins and bra underwires that accidentally end up in loads. (Photo: Laundrylux)

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rental facilities are dealing primarily in pieces, not pounds, and they’re processing spun-polyester linen, especially napery, Fields says.

Ultimately, most party rental facilities that decide to bring their laundry processing in-house do so for better control and higher quality.

“They can control the inventory, and they can control the quality that goes out to the customer,” Fields says. In environments like this, production output often takes a back seat to quality when it comes to processing.

Maintaining adequate inventory is a major challenge for this type of laundry, since they deal with such a wide variety of product types, from items of differing colors to ones of varying fabrics, weaves and embellishments.

Fields says most party-rental facility laundries generally forgo dryers and process their linens using just washers and ironers.

Chicago Dryer manufactures flatwork ironers specifically for the party rental industry that come in a variety of sizes, including models that are large enough to process 132-inch banquet rounds—common in the industry—without folding them in half, Fields says.

The company’s various sizes of

heated cylinders allow products to move directly from the washer to the ironer with pre-conditioning in a dryer.

“The quality by going from the washer to the ironer is significant,” Fields says.

Seasonal fluctuations in the party rental business, and the changing staffing requirements that come with those fluctuations, can have effects for those who operate flatwork equipment, an issue that laundry operators need to consider.

“[The employees who] are feeding the flatwork ironer are critical to the success of the quality,” Fields comments.

CORRECTIONAL FACILITIES: SECURITY AND SUPERVISION

Joel Jorgensen, VP sales and customer service at Continental Girbau, says one difference between a laundry at a federal or state correctional facility and a more typical OPL is that the laundry’s workers—usually the prisoners themselves—are under supervision, either through video surveillance or through direct human supervision.

Security measures need to be considered in this environment, as these measures can have some effect on the design and operation of the laundry.

Jorgensen recommends equipment that is durable, with components “that cannot be easily removed and/or accessed” by workers, and adds that Continental

Girbau makes industrial equipment that can be modified for the requirements of a facility.

When purchasing equipment, operators are usually most concerned with finding something that will work reliably for years to come and will be equipped to handle potential changes in future processing requirements.

“Based on some of the equipment we have replaced over time, they’re going to hold on to that equipment for many, many years,” Jorgensen says. “So they have to invest in equipment that’s going to last, that’s durable, industrial construction, and [that will] remain flexible for the test of time and technology.”

In terms of textiles, quality is normally not of the highest concern, but the quantities of linens processed—towels, sheets, bed-

“Corrections is not always the easiest type of facility to access,” Jorgensen says. “You have to jump through some hoops and have security clearance. Supervisors and/or operators have to learn their trade and be pretty self-sufficient.”

CAR WASHES: EQUIPMENT VS. THE ELEMENTS

of one dedicated person. These employees may not have much time or patience for operating the laundry machinery, since they’re typically focusing on other things.

For these reasons, Smith recommends laundry equipment without all the bells and whistles.

“It needs to be very, very simple,” he advises. “It needs to be just the basics.”

ding, foodservice items, etc.— may be significant. Jorgensen says microfiber products are becoming more popular in correctional facilities because of their durability and simplicity for processing, as well as their increasing affordability.

“You can’t really talk about productivity and throughput in a correctional facility, but [operators] certainly want to make laundry as efficient as possible … and they don’t want to have to continually replace items,” Jorgensen says.

Operators of laundries in correctional facilities may also find that they don’t have the same support systems available to operators at more traditional OPLs, especially in terms of interfacing with chemical, utility and laundry equipment consultants on a regular basis.

Though car washes rely on a steady supply of rags for wiping and polishing, the setup of the laundries in these facilities is typically an afterthought, according to Ryan Smith, president of AAdvantage Laundry Systems, a distributor of laundry equipment serving parts of the South and Southeast. He says washers are often placed very near to the tunnels where cars are being cleaned, which is ideal for convenient access but not so great for protecting the equipment from potentially damaging substances.

Because of this, a complex machine with controls and other high-tech features wouldn’t be the best choice in this setting, Smith explains.

“I would say the car-wash industry has some of the harshest environments in the industrial laundry space,” Smith says. “Because … water and chemicals are very detrimental to electrical components. And in those car-wash tunnels, there’s a lot of water and a lot of chemicals.”

Another important consideration is that the laundry equipment is used by multiple operators—who are usually multitasking to a high degree—instead

A washer with a quick cycle will help these laundries process the towels they use, which Smith says is essential, as car washes rarely have spare towels in storage. In this case, quick production is of the utmost importance.

“They’re typically going to have four to six hours worth of towels,” he says. “And on Saturday and Sunday, when they’re nonstop for the entire day, they can’t afford to have any kind of a blip in their towels.”

UniMac manufactures a topload washer popular with car washes, Smith says, because of its simplicity and quick wash cycle.

It consists of two wash tubs with an industrial extractor situated in the middle of the unit. Workers add soap and water, let the load agitate for 15 minutes, put the load in the extractor afterward, and voilà—clean towels for wiping and drying.

“My advice is to create a process, create a flow, and keep it simple,” Smith says of operating a car wash laundry. “Because, once again, [operators’] main job is not necessarily laundry—it’s clean cars.” ALN

Quick production is essential for laundries at car washes, where there are rarely spare towels in storage. (Photo: Ryan Smith, AAdvantage Laundry Systems)

—RYAN

control department deal with linens regularly and are considered to be customers as well.

Palmquist claims the most important customer is the patient.

“Pleasing these people is a must,” she says. “We often refer to these people as the ‘end-users.’”

Granado explains that a customer could be practically anyone who deals with the patients, including “those who transport the patients, serve them their meals, the folks that assist in the O.R. (operating room), and we can’t forget [that] the scrubs, [their] mops and rags are a part of their daily task.”

She adds that even “patients’ visitors who sleep over in the intensive care unit and are provided linens for their comfort” should be considered customers by those who process linens.

Granado further states that there are individual healthcare facilities monitoring the cleanliness of the workspace, and they are considered customers, too.

VALUE OF CUSTOMER SERVICE

Palmquist illustrates the value of exceptional service by comparing linen customer service to service at a restaurant. When they receive good service by restaurant staff, customers of that restaurant are more likely to return and pay more for the better experience.

Palmquist believes good service is key to customer retention. “Customers are more willing to renew contracts and continue using your services if you have good customer service. They will buy more or buy additional services, buy more often and be more apt to work with you when you try to reduce par levels or adjust delivery service.”

op trust with your customers.

Palmquist says she’s learned through experience “never to burn a bridge” with a customer because “you never know when someone is going to show up again.”

She also finds marketing efforts are enhanced when a company provides exceptional service to clients. “Word-of-mouth advertising is the best kind of advertising you can get,” she says.

PROACTIVE CUSTOMER SERVICE

Regarding proactive customer service, Granado says that “if there was ever a time to be available for

your customer, it’s when there is a breakdown.”

Informing your customers about any potential problems with production and what is being done to resolve the problem is key,

according to Granado, because “the last thing people want to hear is an excuse.”

She adds that you especially want your service to be “proactive” and “well oiled” when things go wrong. Bad service in an emergency can put a “strain on the relationship.”

And if you happen to know ahead of time about potential interruptions or other issues, inform customers in advance so they are not “blindsided,” Granado advises.

Additionally, it’s important to provide education to your customers on the linens. This develops trust between you and your

customers so that if problems arise, they will come to you about it, Granado explains.

OPPORTUNITIES TO PROVIDE ADVANCED CUSTOMER SERVICE

Palmquist reminds businesses that nursing staff members will typically have weekly or monthly meetings. These meetings can be a perfect opportunity for businesses to communicate issues, plan ahead and gather data from the staff.

Like Granado, Palmquist stresses that product education is

Part of Palmquist’s job description is to “cultivate relationships,” and she says it’s worth doing so because “that one relationship may be the one bond that means you keep the business over your competition.”

Providing good customer service is a great way to develop a solid reputation in the industry. This often means staying true to your word, which will help devel-

“IF THERE WAS EVER A TIME TO BE AVAILABLE FOR YOUR CUSTOMER, IT’S WHEN THERE IS A BREAKDOWN.”

—EVA GRANADO, TEXAS HEALTH HARRIS METHODIST HOSPITAL

On-site laundries help fire departments address health, safety issues, prolong gear life

by b i LL b r OO ks

RIPON, Wis. — Battling a fire is obviously dangerous, and so are the toxins and carcinogens present on gear after firefighters have returned to the station. To protect the health of firefighters and preserve the integrity of gear, the National Fire Protection Association (NFPA) has set industry standards to ensure equipment is properly cleaned and maintained.

Today’s advanced laundry equipment with customized controls and reports allows stations to easily program machines to meet specific requirements onsite, and to confirm that proper cleaning occurred.

Many fire departments— including a couple I spoke to in Fort Worth, Texas, and Milwaukee, Wis.—are saving time and money, and even prolonging the life of gear by doing it themselves.

UNIQUE STANDARDS

According to the NFPA, its NFPA 1851 standard “establishes requirements for the selection, care and maintenance of firefighting protective ensembles to reduce health and safety risks associated with improper maintenance, contamination or damage.”

Among the requirements, NFPA 1851 states wash temperature cannot exceed 105 F, and extraction speed must not exceed 100 G-force, in order to protect the safety properties and integrities of high-tech fibers. High temperatures are not allowed during the drying process, either. NFPA 1851 also outlines the proper way to inspect, test and repair gear.

Unlike in many states, Texas law requires that its fire departments follow NFPA 1851. At the Fort Worth Fire Department, gear must be cleaned every time it comes into contact with fire.

Ensuring personal protective equipment (PPE) is advance-

cleaned at least once a year is the responsibility of Fred Jandrucko, captain of the fire department.

Fire departments commonly rely on an outside independent service provider (ISP) to make repairs and remove harmful contaminants and carcinogens that become embedded in gear. In Fort Worth, the department implemented in-house advanced cleaning in 2009. Jandrucko says they are able to effectively clean the city’s 980 sets of gear from 42 stations and address soiled turnout gear quickly.

“Fort Worth is the only fire department in the nation certified to perform advanced cleaning of PPE,” says Jandrucko. “As a verified service provider (VSP), we have the equipment and the resources to meet the 2014 edition of NFPA 1851, and protect the health of our members at a department facility.”

Dan Schubring, inventory control specialist for the Milwaukee

Fire Department, oversees the maintenance of approximately 2,000 sets of turnout gear for the city’s 39 fire stations. The Milwaukee Fire Department employs 950 members, each with two sets of PPE that go through a thorough inspection and cleaning at the fire department’s in-house laundry center once a year.

“All fire departments and ISPs do their best to follow NFPA standards and procedure manuals, even if adherence is not mandatory,” says Schubring. “For Milwaukee, doing our best meant purchasing equipment to get the job done internally.”

GETTING THE JOB DONE

Jandrucko’s team in Fort Worth handles an average of eight sets of turnout gear per day. In Milwaukee, Schubring oversees the maintenance and repair of up to six sets of gear per day. The process is essentially the same across the two departments.

Employees hired specifically for the job follow a schedule designating which gear is to be picked up and at what station(s). Back at the department’s laundry facility, gear is inspected for contamination, recorded on inspection sheets and tagged. Then it’s broken down and sorted by type (e.g., liners and shells).

Next, gear of the same type is washed together. Advanced washer-extractors—one in Fort Worth and two in Milwaukee—are automatically programmed at the touch of a button to dispense the correct wash formula depending on the material, temperature and soil type. Detergent is dispensed below the water level and never directly onto turnout gear.

“With the help of our distributor, we recently programmed additional wash cycles, including one for bloodborne pathogens and an overnight soak,” says Schubring. “We can already visually see that these custom-

INDUSTRIAL BY DESIGN

ized cycles are getting the dirt, soot and carcinogens out more effectively than a basic wash.”

Once the wash is complete, Jandrucko and Schubring can print a report to ensure water temperature did not exceed maximum temperature regulations and also view other performance data, such as start time, stop time and idle time between cycles for easy labor monitoring.

“The report gives me peace of mind,” Jandrucko says. “Another benefit of the advanced washer-extractor is that it drains much faster than the one we had previously, so we can process more each day.”

HUNG TO DRY

Next, gear may be hung in a conventional drying rack that pumps air through with a fan, using no heat. This process can take anywhere from overnight to one day to dry gear. To get the job done more efficiently, the Milwaukee Fire Department purchased two PPE drying cabinets designed specifically for the fire industry.

A drying cabinet circulates heated air to dry not only the outside of gear, but also the inner lining and its moisture barrier. This is a crucial step, as any remaining moisture on an inner liner can create steam burns if high temperatures are reached during a fire. Additionally, a drying cabinet’s preset programs allow workers to select temperature and time at the touch of a button, all while staying under maximum heat guidelines. In an efficient drying cabinet, six sets of gear can be ready to use in as little as three hours.

Once gear is dry, verified personnel inspect gear for wear and tear or loose Velcro and make repairs if necessary. A complete liner inspection with water pressure, or a hydrostatic test, may also be performed at this time to locate any specific damage or holes.

EFFICIENT ADVANTAGES

It costs approximately $200 per set to send gear out for cleaning, and even more if significant repairs are needed. Jandrucko estimates the on-premises

laundry saves the department and the city of Fort Worth $150,000 annually.

While cost savings are a nice advantage of having an in-house laundry, the ability to quickly remove cancer-causing toxins from turnout gear is priceless. According to the Firefighter Cancer Support Network, firefighters are at a significantly higher risk for developing multiple cancers than the general population.

“If someone comes in with a contaminated garment that needs special attention, we can bag it up and get it washed quickly,” Jandrucko explains.

Schubring adds, “We are able to inspect, wash and repair gear, and get it back to the firehouse as soon as possible.”

Advanced equipment is also helping these fire departments extend the lifetime of expensive gear and protect its safety properties. Jandrucko says a head-to-toe set of turnout gear costs approximately $2,600 and its expected “shelf life,” according to NFPA 1851, is 10 years. That lifespan is rarely met, he adds.

“By getting a better clean the first time, we’re able to prolong the life of our gear closer to that 10-year mark,” says Schubring. An experienced distributor will lead a firehouse through the process of selecting machines based on the needs of that specific department and will be able to program the unique wash cycles needed to clean fire gear.

“For safety, price and convenience, I think more and more fire departments are considering the benefits of having advanced equipment in-house,” says Jandrucko. ALN

Bill Brooks is national sales manager for UniMac®, a provider of on-premises laundry equipment. He can be reached at bill. brooks@alliancels. com or 920-748-4437. For more information on UniMac, visit www unimac.com/OPL101 or call 800-587-5458.

Brooks

A PPE drying cabinet circulates heated air to dry the inner lining and outside of firefighters’ gear. (Photo: UniMac)

PANeL of exPerts

Managing equipment downtime, repair

ity exists. This must be changed to a mind-set of “fix it before it breaks”—that is, a process of scheduled tasks and service protocols that will resolve issues before they result in equipment breakdowns during production hours.

This starts by taking a plant’s current preventive maintenance program and changing it to a proactive maintenance program. Just a change of verbiage? Not quite.

operating temperature of the reducer has increased, and perform any other tasks needed to see if there has been change in the performance of the gear reducer that indicates an upcoming issue.

Obviously, when such an issue is found, a service event can be scheduled to resolve it at a time when it will have the least impact possible on the operation.

wellness assessments goes through each piece of equipment in your operation, leaving you with a detailed playbook on each piece, noting whether the wrong direction is being taken in maintenance of the equipment, or whether it’s in line with OEM specifications. This is invaluable for heading off unplanned downtime as equipment ages.

The change to a proactive mind-set with regard to maintaining the equipment in facility will go a long way in reducing unscheduled downtime, but of course, it will not eliminate it.

So what considerations can help ease the pain of unscheduled downtime when it does occur?

the answer here is simple: One cannot afford to have equipment down during production hours. How one goes about achieving this goal, however, is not as simple.

First, it takes a distinct mind-set change in an operation, especially if a “fix it when it breaks” mental-

In a preventive maintenance program, one may change the oil in a gear reducer every 2,000 hours. Following a proactive maintenance program, an operator will change the oil, look over the gear reducer to see if there are any leaks from seals, take a temperature reading to see if the

Now that we are thinking proactively, let’s keep the ball rolling. What additional processes can be put in place? Does the equipment manufacturer you deal with offer a formal proactive wellness assessment program? With this approach, a technician directly employed by the manufacturer and specifically trained to conduct

Does your operation have a slow period? Many plants that process food and beverage linens in the Northeast slow down a bit in volume come the winter months. This is an excellent time to take one ironer system down at a time and go through it stem to stern, so it does not go down the week before Mother’s Day.

The skillset of plant engineering staff. What is being done to maintain and improve this team’s skillset? Does the manufacturer of your equipment offer service schools and/or on-site training engagements and are you taking advantage of these? Do you send your team to third-party training activities, such as the Maintenance Management Institute offered by TRSA, or a class on maintaining

Chemicals & Injection Systems

Editorial Submission Deadline — October 15

JANUARY

Features: Worker Safety An examination of ergonomics, infection control and other issues to keep workers healthy.

Editorial Submission Deadline — November 15

FEBRUARY

Feature: Long-Term Care What operators need to know to be successful in this unique and growing market.

Future of OPLs Do institutional laundries need to reinvent themselves? Showcase: Small-Capacity WasherExtractors

Editorial Submission Deadline — December 15

MARCH

Feature: Clean ’15 Show Guide Complete listings of the exhibitors, educational seminars and events that make Clean the industry’s can’t-miss show.

Editorial Submission Deadline — January 15

APRIL

Features: Atlas of Atlanta Here’s what to see and do while in ‘Hotlanta’ for Clean ’15. Pounds vs. Pieces Most agree that it’s important to track poundage, but what can be learned from tracking pieces?

Editorial Submission Deadline — February 15

Our industry relies on machinery, and should equipment fail, it could have a significant impact. What are some strategies for dealing with equipment breakdowns and the interruptions they cause?

equipment manufacturing Gary Ostrum

G.A. Braun Syracuse, N.Y.

steam systems that may be offered by a company?

Proper parts in inventory. Do you review your parts inventory, comparing it to the manufacturer’s recommendations on a periodic basis? Have you personally confirmed the company’s ability to support your equipment with parts next day? Remember, there can be no next-day delivery if a part has to be put on a boat or go through customs.

Round-the-clock support from the OEM. Does the manufacturer of your equipment provide such support, giving you access to a technician employed and trained by the manufacturer, allowing for expert phone support? What are the specifics for your program? Have you personally confirmed whether this a formal, staffed, funded and committed process from the manufacturer, or just something they just put on sales literature?

As important as these three items are to minimizing the impact of unscheduled downtime, let’s remember that the real impactful action is to develop and maintain a proactive maintenance system.

being brought in. Ultimately, you need a good preventive maintenance program to reduce lost time and a contingency plan in case a vital piece of machinery is down.

The machinery in a laundry is only as good as the company or person that is able to service it. Should one of your machines break down, the amount of downtime that your laundry will face not only equals increased headaches due to the machinery’s inability to operate, but also dollars lost due to decreased produc-

tion in your laundry.

There are a few ways to limit the effect of a broken piece of equipment. Having a decent collection of spare parts on hand for simple repairs—belts, hoses, water valves, igniters, spark wires and other popular parts—is very ben-

eficial for getting a broken-down machine operating quickly.

A laundry room operator should speak with the service department to put together a good parts list. Investing in these spare parts and making sure you have them readily available should a machine break down will help speed up the repair process.

If you outsource the repairs of your machinery to a local laundry dealer, make sure the employees in your laundry have that dealer’s contact information readily available. Access to a telephone number or an e-mail address to schedule service is key to getting

your issue resolved as quickly as possible.

Your local laundry dealer may offer preventive maintenance plans on your laundry-room machinery. This will help mitigate potentially larger issues in the long run. Just like in maintenance of a car, routine maintenance will keep the machinery in great operating condition year-round and may spare you large repair bills. The opportunity to catch a small problem before it becomes a big problem means you can run your laundry with little to no worries.

Laundry equipment is the heart of any laundry operation. Without it, nothing would be processed. Unfortunately, machinery will ultimately fail, and how you deal with it impacts the entire operation.

For starters, you should always have a preventive maintenance program in place. This will dramatically decrease long periods of downtime in your operation. The program also allows for the machines to be serviced at periodic times, and can uncover underlying problems with machinery. That way, repairs can be made in a timely manner, reducing not only costs, but lost time for that piece of equipment.

In the event that a piece of machinery does go down, try to locate the source of the problem, diagnose it and start the repair process immediately. Doing so, however, may cause your labor costs to rise when lost time is made up.

Another route to explore is a contingency plan to outsource the plant’s linens to another laundry. For example, if your plant’s tunnel washer goes down, is it possible to have another laundry wash the linens, and bring back the washed goods so your plant can finish them? This could bring down the cost of outsourcing, since the other plant would not have to fully process the goods

equipment/ supply distribution

Justin Oriel Garment Machinery Co. Needham, Mass.

These are just a few ideas that you can implement in your laundry to prevent any potential interruptions in the day-to-day use of machinery.

dry equipment may eventually fail, good laundry managers often plan ahead for unexpected equipment failures or weatherrelated emergencies.

Another wise man once said, “He who fails to plan, plans to fail.” Contingency plans, especially in the healthcare laundry business, involve planning and understanding. In some cases, such as the major power failures and other interruptions related to last year’s historic Hurricane Sandy, which crippled many major metropolitan areas in New York and New Jersey, it was forethought and predetermined contingency plans that made all the difference.

distributor?

processes? Do you have business interruption insurance?

There are many different kinds of equipment failures. Some have a profound impact and others aren’t as much of a problem. The solution may be different for each one, and there may be more than one solution. But the time to give it thought is before you get that dreaded phone call.

be to have extra inventory, whether it is on-site, locked up in a room on consignment with a supplier, off-site in another distribution center, or even on the shelf at a supplier’s distribution center.

Awise man once said, “Take care of your equipment and your equipment will take care of you.” Certainly words of wisdom for any commercial or healthcare laundry operation.

While equipment breakdowns are for the most part inevitable, having a good preventive maintenance program can have a great impact on reducing those possibilities. Besides minimizing the number of breakdowns, preventive maintenance often extends the life of your equipment. In the long run, the cost of having a good maintenance prevention program will far outweigh the cost associated with avoidable equipment failures.

Without a preventive maintenance program—or in the case of avoiding obvious warning signs, such as unusual noises, poor wash or dry performance, electrical odors, leaks, etc.—a piece of equipment may very well end up shutting itself off. Naturally, it’s management’s decision whether or not to spend money for such prevention programs.

Keeping detailed maintenance records can be very helpful for laundry equipment engineers to determine equipment adjustment and inspection intervals. These records help plant engineering staff plan and schedule routine repairs, often during non-productive laundry hours. Knowing that a piece of laun-

Just like equipment preventive maintenance, it is equally important for healthcare linen rental companies to always maintain a strong circulating inventory. Without a strong circulating inventory and without constantly promoting and training healthcare facility linen managers on how to properly manage their inventory, there is no “plan B.”

In the end, the laundry and the customer play a very important role in planning for that unexpected event that can cause laundry equipment to fail or become inoperative. Whether maintaining the equipment or the maintaining the inventory, a plan is only as good as the laundry engineers, employees, or hospital linen staff themselves.

Cleanliness, staff training, good maintenance records, ongoing preventive maintenance, the availability of basic spare parts and proper equipment manuals, and most importantly, having that emergency contingency plan in place before equipment fails, are all necessary functions for good laundry management.

For starters, you want to fix the machinery—quickly! Is this a machine that is used daily for long hours? Do you have another that can double up on the work? Do you have in-house maintenance or outside contractors that can assist in an emergency? Is there help available from a

Those questions all have answers, but the answer can’t be changed after the emergency has occurred. Usually, the big thing is an electrical outage. Do you have a backup generator available? Backup boilers also exist. I know of a laundry that lost its water main and had to have water trucked in.

Pre-planning can keep many breakdowns from becoming emergencies. For instance, having a store of spare parts is essential. Of course, if you are operating on a tight budget, it may be difficult to invest a lot of money in parts that will sit on the shelf for an extended period of time. On the other hand, if you don’t invest in that, you may end up having staff members standing around doing nothing, or in the worst case scenario, an interruption in the laundry’s income. Then those parts won’t seem like such an ill-advised expense.

In the case of a breakdown, one of the first things on your to-do list should be to contact customers that may be affected in some way.

Dealing with staff is another matter of concern. Sending them home seems to be the default answer. But will they come back when needed again? If these breakdowns happen regularly, their personal income may be affected severely enough that they begin to think about changing jobs. And while you can always fold goods by hand, you can’t iron sheets without an ironer.

There is a lot to consider during a breakdown that interrupts a laundry’s processes. Who can process the goods? How will they get there and back? Are there any special processes that the receiving laundry may not know about? Who will show them how to implement the special

when I first entered the laundry business years ago, one of the first and probably most important lessons I learned from my father-in-law, Max Stettner, Penn Linen & Uniform Service, was to have a contingency plan in place.

Unfortunately, without a crystal ball, we do not have the luxury of knowing in advance when a natural disaster might strike, or worse yet, when our machinery may break down. A contingency plan is the key to successful operations, as it will ensure that you can still deliver your products in a timely manner, even when things take a turn for the worse.

Contingency plans may vary, as all laundries have different needs and do not have the same plant layout or processing equipment. In some cases, operators may have multiple plants, and these plants may be strategically located close enough to be able to handle added capacity in the event work needs to be transferred to another location.

Some plants also have backup equipment on-site in the event a piece of equipment fails or breaks down. A perfect example of this might be an extra boiler on standby in the boiler room. This way, should the boiler break down, the spare could be fired up and running in no time with production not missing a beat.

Another strategic move might

Utilizing your relationships with fellow laundries in your area could also be part of a contingency plan. In my opinion, laundry operators are the nicest people, and it seems that whenever a disaster hits, we all are willing to help each other out if we can. In the event of halted production, try reaching out to a laundry in your area with which you have a good working relationship. As long as that laundry is not affected, too, it may be able to help take on some production while you get your plant back in order.

The bottom line is that it is important to have a contingency plan in the event a disaster hits, whether it be weather-related or due to a machinery breakdown. With proper backup, your deliveries will continue on a timely basis.

one main strategy for dealing with equipment breakdowns and interruptions in production is to make a plan to prevent and reduce those equipment downtimes.

A preventive maintenance program should be set in place for each of the various pieces of equipment in your facility, including those in the mechanical room, in the wash aisle, finishing equipment, chemical dispensing equipment, and so on.

A maintenance program that has planned checks, including those performed daily, as well as predetermined parts replacement, helps keep equipment in operational condition and reduces unplanned downtime.

uniforms/ workwear manufacturing Scott Delin

Fashion Seal Healthcare Seminole, Fla.

commercial Laundry

Richard Warren

Linen King Conway, Ark.

Healthcare Laundry

Michael Kirsch, CLLM HCSC Laundry Allentown, Pa.

chemicals supply Carrie Armstrong Ecolab Eagan, Minn.

A planned maintenance downtime is less expensive than when a piece of equipment fails. Failures always seem to occur at the most inopportune times.

Your chemical representative typically provides the laundry chemicals as well as preventive and routine maintenance of the chemical dispensing system.

Your chemical rep’s routine visit should include a check of the dispensing systems, as well as a review of the water quality, wash quality (i.e., titrations and finishing quality, pH) and finally, a check of any equipment involved in delivering quality textiles to the customer.

In addition to preventive maintenance programs, thoroughly reviewing the service reports and recommendations with your chemical representative is a strategy that may help reduce downtimes.

If downtimes are not currently tracked—which would mean gathering information on the specific piece of equipment, reason for downtime, required maintenance and time of the breakdown—start tracking right away. This will help in developing a plan to ensure downtime is limited.

If one piece of equipment is requiring extensive part replacement, it may be time to replace

it. You may want to have a powder detergent for backup if there are issues with dispensing or delivery.

Having a stock of parts on hand for prompt replacement is important and can be accomplished by reviewing your plant’s history and the manufacturers’ recommendations.

Preventive maintenance is essential to reduce the impact of equipment breakdowns. In addition, be sure to consult with your chemical supply representative and utilize their expertise on the laundry processes, equipment and production to help in reduction of lost production. Your equipment manufacturers and their manuals are great resources for planned preventive maintenance. A team effort can help reduce the inconvenience and cost of prolonged downtimes.

ALN

important, not only for customers, but for your own business.

“By providing education, you are not only improving your customer service, but you will additionally see how the linens are being used and why [they are] used in such a way for the patient,” says Palmquist.

A few examples of product education ideas that companies can implement are in-services, linen education days and linen “tips of the month.”

Palmquist says the tip of the month is an especially effective way to “share tidbits of information,” and that she has seen nurses use the tips as their computers’ screen savers or add them to their newsletters.

Customer complaints should be used as a tool to find where your business’ shortcomings are. “It’s critical for your team to learn your weaknesses and improve upon them daily,” she says.

Lastly, adjusting par levels helps customers use your products more effectively. But before you do so, it’s crucial to gather data and let the customer communicate to you what your boundaries are with

them, and find out what concerns they might have.

“By being proactive, your customers can trust your judgment and be more apt to try out what you are suggesting,” says Palmquist. She also reminds businesses of the need to understand seasonal adjustments.

“If you can bring [seasonal adjustments] to the forefront of the customer before they bring it to your attention, they are more apt to trust you and it brings your

customer service up a few notches.” Granado concludes, “Good customer service is the window to the facility or organization that you work for. If you talk to people, in person or on the phone, like you do a friend or a family member, they will keep coming back to you.”

ALN

Charlie Thompson II interned with American Laundry News earlier this year and is pursuing a degree in professional writing at Michigan State University.

(Image licensed by Ingram Publishing)

Laundrylux adds Gershman for PLUS development

INWOOD, N.Y. — Laundrylux reports that Jon Gershman has been hired for national business development of the company’s Professional Laundry Utility Service (PLUS), a program for cloud-based laundry solutions.

Gershman, who began his sales

Track Career

career in commercial real estate, will be responsible for driving growth through PLUS distributors nationwide, as well as developing new national accounts for the service.

“We have already seen the

impact with Jon onboard, and his base in Los Angeles allows us to cover a national geography effectively,” says Cody Milch, vice president for OPL and PLUS.

“We have already added two

additional dedicated professionals to the PLUS inside sales team so that Jon, our regional business development managers, and myself can rapidly scale PLUS and our OPL opportunities.”

“I am honored to be a part of an innovative company that is expanding its product offering, merging modern technology with the needs of the customer,” Gershman says.

Gurtler Industries hires Carry

SOUTH HOLLAND, Ill. — Gurtler Industries has added David Carry as manager of market development in the Southern California area. Carry joined Gurtler in June and has more than 25 years of experience in the laundry industry.

Morris, Gomez join Tingue, Brown & Co.

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SADDLEBROOK, N.J. — Tingue, Brown & Co. reports that it has hired Darin Morris and Sebastian Gomez as sales representatives. Morris, who recently retired from the military, will serve customers in Arizona, southern Nevada and southern Utah.

“I look forward to working with everyone in my region and supporting them with outstanding Tingue, Brown products,” says Morris.

Jared Addis, regional manager, adds, “Darin is a most welcome member of the Tingue team, with a great natural aptitude for his position.”

Gomez will serve as the company’s representative throughout the Caribbean and in parts of South America. He has “extensive business experience” in this area, according to the company.

He previously expanded the market and client base for an international firm serving Latin American countries, and was formerly employed in the insurance and real estate fields, Tingue says.

Gomez has a master’s in business administration from Nova Southeastern University and a bachelor’s in business administration from Florida International University.

“I’m eager to learn as much as possible about the laundry industry and its customer requirements, and am open to suggestions and ways to improve,” says Gomez, who adds that he is “just having

Gomez

Carry

Morris

Gershman

fun while doing my job and helping Tingue customers.”

Diamond Chemical welcomes new account managers

EAST RUTHERFORD, N.J. — Diamond Chemical reports that it has hired Mario Sandoval and Thomas Dolezal as account managers for the company’s Midwest laundry division.

Sandoval has a background in sales and maintenance of detergent products and large-scale chemical

injection systems, and will be focusing on new account development and sales/service for the company, according to Diamond Chemical.

Dolezal has more than 30 years of experience in sales and management, the company says, and he will focus on new account development and chemical sales to a number of industry sectors, including commercial laundries, nursing homes, hotels and hospitals.

AmeriPride adds new VP/CIO

MINNEAPOLIS — Steven John has been hired as AmeriPride’s vice president and chief information officer, the company reports. John, who most recently served as CIO of Workday Inc., a provider of cloud-based enterprise applications for human resources management, payroll and finance, will lead AmeriPride’s information systems team and be responsible for the company’s digital strategy.

John was recognized by Computerworld magazine in 2006 as a “Premier 100 IT Leader” and received the CIO Executive Council’s Leadership Award in 2008. John holds a bachelor of arts degree in business administration from the University of Utah and also completed graduate work at Temple University.

“AmeriPride has been investing in, and enhancing, our capabilities and leadership in technology in order to enrich the customer

experience and accelerate growth,” says Bill Evans, president and CEO of AmeriPride. “With his strong background in developing innovative technology solutions for leading brands, Steven John will help us achieve our company’s growth strategy through digital innovation and technology.”

Penn Emblem adds new healthcare business manager

PHILADELPHIA — Stephen Bachow has been hired as business manager at Penn Emblem,

the company reports. In his role, he will focus on healthcare markets and will be responsible for expanding the company’s business related to assisted living, hospitals and skilled nursing facilities.

Bachow was formerly a business development associate at CEB, a research and advisory company, where he worked with commercial sales teams on their

marketing strategies.

Venus Group hires Marquette

FOOTHILL RANCH, Calif.

— Venus Group has hired J.B. Marquette as regional sales manager for the Midwest, the company reports. He will cover Minnesota, North Dakota and South Dakota, Nebraska, Iowa, Kansas and Missouri.

Marquette has been in the industry for 18 years and served Crothall Healthcare for the past six years as a general manager. He got his start in textiles in

1996 with Industrial Towel Supply, Laurel, Md., where he was a general manager.

Marquette has also served Nixon Uniform, Beltsville, Md., as an operations manager, and American Linen Supply (Alsco) as a general manager in Macon, Ga.

Marquette has a bachelor of arts in economics from the University of Maryland. ALN

Sandoval

Dolezal

Marquette Bachow

John

TRSA honors Potack, Schultz with lifetime achievement awards

ALEXANDRIA, Va. — The Textile Rental Services Association (TRSA) recently honored Michael R. Potack and John Schultz with Lifetime Achievement awards at its annual conference in Las Vegas.

Potack, owner of Unitex Textile Rental Services, Mount Vernon, N.Y., received what TRSA calls its “highest honor,” the Operator Lifetime Achievement Award.

Potack is a past TRSA chairman, treasurer and director. He was recognized for his role in fostering the development of TRSA’s Hygienically Clean certification, as well as its Laundry Environmental Stewardship Program (LaundryESP). His other accomplishments include adding the former Uniform & Textile Service Association membership to TRSA and serving on the Healthcare and Government Relations committees.

Potack has been Unitex’s top executive for nearly 50 years. The company has grown from a single operation in Brooklyn to a chain with locations in nearby Northeastern states.

“No other TRSA member has ever given more of himself to the organization,” Patrick J. Dempsey, Dempsey Uniform & Linen, said while introducing Potack at the awards ceremony. “He is respected as a great strategist and implementer of new

ideas and very generous with his time and knowledge in helping others in the industry improve their business and recognize new opportunities.”

Schultz, who works for Ecolab’s Textile Care Division, received the association’s Maglin Biggie Lifetime Achievement Award for Associates.

Schultz is a senior manager for Ecolab’s WEW Solutions unit, which handles products related to water, energy recovery and wastewater solutions.

He has been a TRSA Environmental Committee member since 1990, and was involved in helping the industry avoid additional federal regulation of industrial laundry wastewater discharges by the Environmental Protection Agency, TRSA says.

He’s a graduate of the association’s Production Management Institute (PMI) and has served as an instructor in the program. He has also presented at TRSA’s technical and operations summits.

The award recognizes Schultz for his “constant communication with textile services customers” and his “years of contributions to improving the association and textile services business without regard to personal or individual corporate gain as a supplier to the industry,” TRSA says.

The award is named for the late Rudolph A. “Rudy” Maglin and James Biggie. Maglin completed his career with Dober Group, the predecessor of Spindle Technologies, and Biggie first served at Coyne Textile Services before joining The Penn Cos., according to TRSA.

Synergy Group’s biennial meeting includes OPL tour, dealer awards

NASHVILLE, Tenn. — Manufacturers and dealers of products from the Synergy Group, comprising Pellerin Milnor Corp., Chicago Dryer Co. and American Dryer Corp., gathered here at the Omni Hotel Sept. 3­5 for the group’s biennial sales meeting. The “Synergy VIII” event was presented to give attendees the chance to review product lines and discuss industry technological innovations.

Attendees toured the Omni Hotel’s on­premises laundry, which makes use of Milnor PulseFlow® Technology and two Chicago® ironers, according to Pellerin Milnor. After the tour, Dan Piotrowski, Omni Hotel general manager, and Anthony Scalera, laundry manager, spoke to attendees about their experiences working with Synergy Group companies.

Presentations from industry consultants covered the sales process cycle, starting from RFPs and quoting, moving into installation, setup and customer support.

Finally, an awards presentation recognized dealers as well as individual salespeople. The David J. Costabile President’s Award, reserved for the top dealer in the Synergy network, was awarded to Derek Ward, senior project manager, Pellerin

From left: Rob Potack, Unitex; David Potack, Unitex; Michael Potack, Unitex, TRSA Operator Lifetime Achievement Award recipient; Patrick Demsey, Dempsey Uniform and Linen Supply; and Jim Doro, Doritex Corp., TRSA past chairman. (Photos: TRSA)

From left: Bruce Johnson, president, Chicago Dryer Co.; President’s Award recipient Derek Ward, senior project manager, Pellerin Laundry Machinery Sales Co.; Jim Pellerin, president, Pellerin Milnor Corp.; and Chris FitzGerald, president, American Dryer Corp. (Photo: Anthony Naselli, Chicago Dryer Co.)

From left: Jim Doro, Doritex Corp., TRSA past chairman, and TRSA Maglin Biggie Associate Lifetime Achievement Award recipient John Schultz, Ecolab Textile Care Division.

Laundry Machinery Sales Co.

“I am very grateful to be recognized with what is without a doubt the highest sales award that can be achieved in this industry,” Ward tells American Laundry News. “I feel extremely blessed to be allowed to serve my customers and represent on a daily basis the many hardworking men and women at the Milnor, Chicago and American Dryer factories.”

Ivy Linen Services to open in Metro Atlanta

ATLANTA — Ivy Linen Services is investing up to $6 million in its newly acquired facility in Fulton Country. When it officially opens, the business will process linens for upscale hotels in the metro area, according to the Georgia Department of Economic Development.

The 56,000-square-foot facility, purchased at the beginning of the year, is located on six acres at 4600 Fulton Industrial Blvd. Management has been installing equipment and preparing for Ivy Linen Service’s grand opening.

So far, the business has made plans to use two tunnel washers, four ironers and four towel folders, and has room to double the amount of equipment if the need arises, Thomas Bresson, vice president of sales, tells American Laundry News.

The opening of the business will result in 150 new jobs for the area.

Ivy Linen Services, which will use ecofriendly detergents and water reclamation and conservation methods, has already been approved as the preferred vendor for two large corporate hotel brands in the area, according to Bresson.

“Our customers have been eager to partner with a strategic, environmentally conscious linen service provider and now they have that opportunity,” says Bresson. “We’ve created a corporate culture of sustainability and are 100% focused on servicing the hospitality sector, providing our customer base with alternatives from existing vendors that process both hospitality and healthcare services.”

CLEAN’s new website features modern design, online customer portal

ST. LOUIS — Industrial laundry service CLEAN reports that it has launched its brandnew website, a resource that the company says features a “cutting-edge design” meant to highlight the company services and culture in a “fresh, attractive and interactive way.”

Included in the redesigned site are fullwidth, high-resolution photos and a responsive layout that adjusts to accommodate varying devices and screen sizes.

The site also allows customers to log in to manage their uniform, textile or facility program. The company says technology is one of its “primary concerns.”

CLEAN partnered with St. Louis Internet

marketing company, The Clix Group, to create the new site, the company reports. Visit the site at www.cleanuniform.com

IPSO honors CLI Enterprises, Automated Laundry Systems

RIPON, Wis. — IPSO has chosen CLI Enterprises, Benton, Ark., as its 2013

Distributor of the Year, and has also recognized Automated Laundry Systems, Burbank, Calif., with its Tops Sales Achievement award. The honors were presented at IPSO’s 2014 Product and Sales Training Summit in late August.

CLI Enterprises, which serves Arkansas and western Tennessee, has been an authorized IPSO distributor since 2006. Automated Laundry Systems has been an IPSO distributor since 2009. ALN

Calendar

November

18-19 Textile Rental Services Association Healthcare Conference San Diego, Calif. Info: 877-770-9274

18-20 G.A. Braun Service School: Finishing Equipment Syracuse, N.Y. Info: 800-432-7286, ext. 254

20 Association for Linen Management Webinar: Setting and Adjusting Par Levels—It’s PARamount to Meeting Needs Info: 800-669-0863

20 Textile Rental Services Association

CEO/Executive Roundtable & Plant Tour—Healthcare San Diego, Calif. Info: 877-770-9274

December

2-3 Textile Rental Services Association

Green/Sustainability Summit Tampa, Fla. Info: 877-770-9274

4 Textile Rental Services Association

CEO/Executive Roundtable— Independent Operators Tampa, Fla. Info: 877-770-9274 ALN

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BUSINESS

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Service Technicians

J.P. Equipment www.ineedjpequipment.com

Lavatec Laundry Technology www.lavatec-laundry.com 24

Maytag www.maytagcommerciallaundry.com 7

McClure Industries www.mcclureindustries.com 19

Coast Water Systems www.eastcoastwatersystems.com

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G.A. Braun www.gabraun.com

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Parker Boiler www.parkerboiler.com 19

Pellerin Milnor www.milnor.com 3

Royal Basket Trucks www.royal-basket.com 14

Sellers Manufacturing Co. www.sellersmfg.com 12

Stanco Industries www.stancoind.com 20

Griffin Group, Inc. www.thegriffingroup.cc 20

Pellerin Milnor Corp.

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

Pellerin Milnor Corp.

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

STATEMENT OF OWNERSHIP, MANAGEMENT, AND CIRCULATION

Business Office of Publisher: American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County.

9. Full Names and Complete Mailing Addresses of Publisher, Editor, and Managing Editor.Publisher: Charles Thompson, American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County. Editor: Bruce Beggs, American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County. Managing Editor: Theresa Boehl, American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County.

10. Owner: American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County. Charles Thompson, American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County. Bruce Beggs, American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County. Donald Feinstein, American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County. Nathan Frerichs, American Trade Magazines LLC, 566 West Lake St., Suite 420, Chicago, IL 60661-1410 Cook County. Suhler Family Investment Office LLC, 188 Long Neck Point Rd., Darien,

15. Extent and Nature of circulation: (average number of copies each issue during proceeding 12 months=”X”) (Number copies of single issue published nearest to filing date = Y”)(a) Total Number of Copies (Net press run): X=15,664, Y=15,662. b. Legitimate Paid and/or Requested Distribution (By Mail and Outside the Mail). (1) Outside County Paid/Requested Mail Subscriptions stated on PS Form 3541.(Include direct written request from recipient, telemarketing and Internet request s from recipient, paid subscriptions including nominal rate subscriptions, employer requests, advertiser’s proof copies, and exchange copies.) X= 8,729, Y=9,178. (2) In-County Paid/ Requested Mail Subscriptions stated on PS Form 3541. (Include direct written request from recipient, telemarketing and Internet requests from recipient, paid subscriptions including nominal rate subscriptions, employer requests, advertiser’s proof copies, and exchange copies.) X=0, Y=0. (3) Sales Through Dealers and Carriers, Street Vendors, Counter Sales, and Other Paid or Requested Distribution Outside USPS®: X=0, Y=0. (4) Requested Copies Distributed by Other Mail Classes Through the USPS (e.g. First-Class Mail®): X=0, Y=0. (c) Total Paid and/or Requested Circulation (Sum of 15b (1), (2), (3), and (4)): X=8,729, Y=9,178. (d) Nonrequested Distribution (By Mail and Outside the Mail). (1) Outside County Nonrequested Copies Stated on PS Form 3541 (include Sample copies, Requests Over 3 years old, Requests induced by a Premium, Bulk Sales and Requests including Association Requests, Names

obtained from Business Directories, Lists, and other sources): X=6,766, Y=6,318. (2) In-County Nonrequested Copies Stated on PS Form 3541 (include Sample copies, Requests Over 3 years old, Requests induced by a Premium, Bulk Sales and Requests including Association Requests, Names obtained from Business Directories, Lists, and other sources): X=0, Y=0. (3) Nonrequested Copies Distributed Through the USPS by Other Classes of Mail (e.g. First-Class Mail, Nonrequestor Copies mailed in excess of 10% Limit mailed at Standard Mail® or Package Services Rates): X=0, Y=0. (4) Nonrequested Copies Distributed Outside the Mail (Include Pickup Stands, Trade Shows, Showrooms and Other Sources): X=44, Y=12. (e) Total Nonrequested Distribution (Sum of 15d (1), (2), (3) and (4)): X=6,810, Y=6,330. (f) Total Distribution (Sum of 15c and e): X=15,539, Y=15,508. (g) Copies not Distributed (See Instructions to Publishers #4, (page #3)): X=125, Y=154. (h) Total (Sum of 15f and g): X=15,664, Y=15,662. (i) Percent Paid and/or Requested Circulation (15c divided by f times 100): X=56.17%, Y=59.18%. 16. Publication of Statement of Ownership for a Requester Publication is required and will be printed in the November 2014 issue of this publication. 17. Signature and Title of Editor, Publisher, Business Manager, or Owner: I certify that all information furnished on this form is true and complete. I understand that anyone who furnishes false or misleading information on this form or who omits material or information requested on the form may be subject to criminal sanctions (including fines and imprisonment) and/ or civil sanctions (including civil penalties): Charles Thompson, Date 9/22/14

CT 06820 Fairfield County. 13. Publication Title: AMERICAN LAUNDRY NEWS 14. Issue Date for Circulation Data Below: September 2014