American Laundry News - April 2015

AmeriPride advances alternative fuels program, adds trucks

TOPEKA, Kan. — After a successful alternative fuels pilot, textile rental and supply company AmeriPride Services is expanding its program to include additional propane autogas-fueled trucks.

In addition to the five ROUSH CleanTech Ford F-59 delivery trucks here, the uniform and linen company is adding 20 more in Northern California later this year.

“We’ve been extensively testing fuels and vehicles to find the right area and application that gives us the best environmental and economical benefits,” says Banny Allison, fleet services manager for AmeriPride. “Propane autogas reduces greenhouse gas emissions and has easy, cost-efficient fueling infrastructure. Because of our success in Kansas, we are implementing the same propane autogas vehicles in the Sacramento and Fresno areas.”

Each of AmeriPride’s propane autogas trucks will emit about 95,000 fewer pounds of carbon dioxide emissions over its lifetime.

AmeriPride installed a private autogas station with 1,000-gallon tank at its Topeka facility. Infrastructure for propane autogas is less expensive than any other alternative fuel, the company says, partly due to fewer regulatory requirements.

Currently, AmeriPride pays $1.55 per gallon for propane autogas that, historically, has cost up to 50% less than diesel. ALN

Your tour guide to the city during Clean 2015

By LAuReN DIxoN, eDIToRIAL AssIsTANT

After 28 years, the Clean Show returns to Atlanta this month. For those of you planning to attend the biennial event, when you aren’t eyeing the new products or attending educational sessions, exploring the city will keep you entertained.

Pack your walking shoes and comfortable clothing, because Atlanta has an abundance of attractions.

In downtown is the Georgia World Congress Center, the exhibit space for the Clean Show.

Adjacent to the Centennial Olympic Park and conveniently located near major shopping centers, dining and transportation hubs, this spot makes for convenient Atlanta sight-seeing.

Historically, the average high temperature in Atlanta in mid-April has been in the low 70s, with the average low in the low 50s, according to U.S. Climate Data.

That mild spring weather sounds like an ideal vacation, right? When not on the show floor, get out and about to explore the city the Clean

Show is calling home April 16-19.

TAKING TRANSIT

Once you’ve landed in Atlanta, what’s the best way to get to Clean 2015?

Getting to a hotel from Hartsfield-Jackson Atlanta International Airport will require hailing

a taxi, renting a car or buying a bus ticket.

A taxi to downtown runs about $32 for one person, according to Checker Cab.

A ticket for the SuperShuttle, a shared-van shuttle service, runs around $16.50. This is for a

Tapping into most promising laundry markets

By TheResA BoehL

CHICAGO — Whether it’s obvious or not, opportunities are beginning to blossom after the long dry spell experienced by the U.S. economy. Don’t let lamentations on the state of “today’s economy” fool you: Steve Kallenbach, director of market solutions at textile manufacturer, importer and distributor ADI American Dawn, says that phrase more often than

not keeps people from looking more closely at the economy to try to identify emerging opportunity.

In a recent Textile Rental Services Association (TRSA) webinar titled Untapped Market and Product Opportunities, Kallenbach expanded on his thoughts on the economy, and how commercial launderers can tap into the multitude of business opportunities in burgeoning industries in the coming years.

It can be tempting, he says, to look at unemployment rates to determine the health of the economy, but that can be misleading. If you’ve followed the gross domestic product (GDP) lately, you’ll notice that in 2014 it was back up to where it had been in 2005, before the recession hit—when things were steadily climbing upward.

“Right now, the economy is actually growing at that same speed,” says Kallenbach. “Our eco-

nomic outlook is mostly clear and sunny.”

So where are the sweet spots that operators should be trying to locate and build on?

To find them, you’ll need to look at the growth related to the industries that commercial and industrial laundries serve. To better define the opportunities in various segments, Kallenbach lists

The Newspaper of Record for Laundry & Linen Management

(Photo: © iStockphoto/ilbusca)

Survey: Exhibits, networking are among top draws to Clean 2015 in Atlanta

CHICAGO — The 2015 Clean Show will bring industry leaders together for a variety of reasons. Based on the results of March’s American Laundry News Your Views survey, when considering factors in favor of attending, 19.6% of respondents believe that the 400-plus exhibits of equipment and supplies is the biggest reason.

Networking and socializing earned the nod from 15.2%, while smaller shares favored educational sessions (8.7%) or combining business and pleasure (2.2%). But for more than half of respondents (54.4%), all of those factors contribute to their decision to attend.

Nearly half of those polled—45.7%—plan to attend the April 16-19 show in Atlanta. Roughly 39% are not attending, and 15.2% aren’t sure.

About Clean expanding to a four-day schedule again, most (52.2%) are indifferent about the additional day, and 39.1% are OK with the change. Only 8.7% don’t care for the additional day.

The Association for Linen Management (ALM) is sponsoring several educational sessions. Garnering the most pre-show interest from respondents is Industry Chat (31.2%). Going Hi-Tech: Emerging Textile Technologies is almost as popular (26.7%). Other sessions gaining attention are The 4-1-1 on Equipment Acquisition (17.8%) and Textile Effectiveness from a Clinician Point of View (15.6%).

Also sponsoring several sessions is the Textile Rental Services Association (TRSA). In reviewing its agenda, OSHA Compliance: Identifying Laundry’s Most Cited Violations received the most pre-show buzz from respondents (25.6%). Others would most like to see Industry Analysis: Domestic Trends and Emerging Markets (16.3%), TRSA Clean Green and Hygienically Clean Certification Programs (14%) and Getting the Most Out of Your Association Membership (14%).

Among respondents not traveling to Atlanta, the most important factor against making the trip was an inability to afford the cost (40.6%). Others can’t spare the time (21.9%) or they have made other plans (6.3%). About 31% cited “other” reasons that included other partners are already attending, their employer won’t grant them permission, a family illness, and the decision to stage the show in Atlanta.

It seems there are mixed reviews from respondents about the site selection:

• “Clean Show is always beneficial. Atlanta as … a host for the show is a poor choice.”

• “Great place for the show. Looking forward to being there.”

• “I’d rather it be in a city that it has not been to yet. Returning to a city that I’ve been to doesn’t excite me about attending.”

• “Looking forward to it, especially Atlanta!”

• “It should have been on [the] West Coast this year. … I’ll wait for [the] next one.”

• “I’m happy Atlanta is still in the mix.”

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. ALN

Agaia inks licensing deal with BÜFA in European markets

FORT LAUDERDALE, Fla. — Agaia Inc. has reached a multi-year licensing agreement with German chemicals manufacturer BÜFA GmbH, granting the company exclusive manufacturing and distribution rights in several EU countries for Agaia’s patented Evolve natural cleaning technology.

The agreement now gives Agaia a manufacturing platform for Evolve that covers the entire EU.

Five of its cleaning products have passed Green Seal standards for efficacy and sustainability.

“We are very proud of the joint

effort by both the BÜFA and Agaia teams in making this agreement a reality,” notes Mike Linn, Agaia CEO. “It was clear from the start that this would be a great partnership for both organizations. Together, we will continue to show the world how Agaia’s all-natural formulas can not only compete but also outperform our petroleumbased counterparts.

“This partnership is further confirmation of our mission to bring green products to market that work better and are practical for realworld use.” ALN

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

Advisory Board

Jim Buik • Richard Griffin

Greg Gurtler • Phil Hart

Michael Kirsch, CLLM

Janice Larson • Tom Marks

Atisha Mireles • Gerard O’Neill

Richard Warren

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

Subscriptions

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American Laundry News (ISSN 1091-9201) is published monthly. Subscription prices, payment in advance: U.S. 1 year $39.00; 2 years $73.00. Foreign, 1 year $89.00; 2 years $166.00. Single copies: U.S. $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 41, number 4. 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.

© Copyright AMERICAN TRADE MAGAZINES LLC, 2015. Printed in U.S.A. No part of this publication may be transmitted or reproduced in any form, electronic or mechanical, without written permission from the publisher or his representative. American Laundry News does not endorse, recommend or guarantee any article, product, service or information found within. Opinions expressed are those of the writers and do not necessarily reflect the views of American Laundry News or its staff. While precautions have been taken to ensure the accuracy of the magazine’s contents at time of publication, neither the editors, publishers nor its agents can accept responsibility for damages or injury which may arise therefrom.

MEMBERSHIPS

Keith and Cathy Galloway, owners of Louisiana Commercial

purchased their first Milnor G3 CBW System in 2002. With the support and service of Pellerin Milnor, the Galloway’s were able to grow their business enough to warrant a 2nd laundry in North Louisiana. They once again chose Milnor and purchased a PulseFlow® System.

Keith Galloway notes “Our semi-automated setup affords us the water and utility saving benefits without all of the capital expense of a fully-automated system. The Milnor PBW™ provides the unique capability of being able to expand for future growth. This also kept down our initial investment cost. We looked at all of the foreign competitors and it came down to the fact that we felt that no one could provide the level of service and support that our Milnor distributor could. Simply put – they are open, when we are open.”

For more information about how PulseFlow® Technology can increase your production, contact an authorized Milnor distributor or call 504-712-7656.

Laundry,

– Keith Galloway, Louisiana Commercial Laundry, Scott, LA

Point(er)s of interest

I’ve attended and covered seven Clean Shows, but this month’s event will be my first in Atlanta.

Las Vegas and New Orleans have been the common gathering places for Clean since I joined the industry in 1999. I (and my wife and then-young children) did enjoy making the one stop in Orlando a decade ago. I loved sight-seeing in each of those cities, and I’m eager to spend some time away from the show in The ATL. But having only been to Atlanta a couple times, I was unfamiliar with all the city has to offer. No longer.

If you’ll be attending Clean and aren’t quite sure how to get around Atlanta, where to find the best places to eat, or otherwise spend your time away from the exhibition, this month’s Atlas of

The Director’s Chair

BRuce BeGGs

Atlanta feature offers plenty of pointers and suggestions.

With an assist from Clean Show management firm Riddle & Associates, and the Atlanta Convention & Visitors Bureau, we’ve compiled a selection of

attractions we think are worth a look-see.

I was fortunate to have visited several of them during a media trip to Atlanta last year. I enjoyed making stops at the Georgia Aquarium, World of Coca-Cola and the College Football Hall of Fame, among other sites. On this trip, I’m planning to take a whirl on SkyView Atlanta.

After long days on the run during Clean, I like to relax away from the show floor. Casual places like The Varsity, “The World’s Largest Drive-In Restaurant,” appeal to me.

No matter what your tastes, I’m confident that Atlanta has something that will interest you. But you’d better keep this Atlas handy to make the most of your visit. ALN

AmeriPride hosts N.D. congressman Cramer for Bismarck plant tour

BISMARCK, N.D. — AmeriPride Services recently hosted U.S. Rep. Kevin Cramer (R-N.D.) at the company’s local production facility here.

The congressman toured the recently expanded 22,000-square-foot plant and met with Bismarck General Manager Rick Siebels and Fargo (N.D.) General Manager Peg Knudson.

“As a strategic partner to many local businesses and a major employer in the area, we were glad to have Rep. Cramer visit our facility and learn more about our business,” says Siebels. “We have been serving North Dakota communities for over 80 years, and we are closely tied to the oil and gas, manufacturing, hospitality and healthcare industries.”

Siebels says AmeriPride has experienced accelerated growth over the past few years, particularly in providing flame-resistant apparel and safety gear to the oilfields. In

addition to a service center in Glendive, AmeriPride has expanded its Bismarck production facility and opened new service centers in Minot and Dickinson.

“AmeriPride helps many businesses in the area save time and money, improve their image and keep employees safe,” Rep. Cramer says. “They are a great business partner for North Dakota companies and good stewards of the environment, and we look forward to supporting the organization in its future growth.”

Rep. Cramer serves on the House Committee on Energy and Commerce and is assigned to several subcommittees, including Communications and Technology, Environment and the Economy, and Oversight and Investigations. He also serves as co-chair of the Northern Border Caucus, which helps to foster a stronger relationship between the United States and Canada.

ALN

ou can only manage what you track, measure, study and evaluate. A basic tenet of management is to track as many key factors in your operation as possible. When I first started in the laundry business, the main measure of how efficiently you ran your operation was pounds per productive hour. It was a figure that showed up in a number of benchmarking studies and was an attempt to both compare your operation to others around the country and to yourself over time.

y

As a national benchmark, the figure is almost useless. There are far too many variables that need to be accounted for that do not show up in the statistic. How many products does Laundry A produce compared to Laundry B? What is the difference in quality standards between the two laundries? How does each laundry define productive hours versus non-productive hours?

Does Laundry A use the total hours actually worked in the laundry (excluding sick pay, holiday pay and vacation pay) while Laundry B excludes hours not directly producing linen (such as those worked by truck drivers, maintenance men, supervisors, manager and office staff)? What about the processing of reusable surgical packs and cubicle curtains? What type of equipment (degree of automation) does one laundry have versus the other?

I found that pounds per productive hour was best only when used to compare your own current vs. past performance. Doing this puts you in control of all the variables. Unfortunately, even used in this manner, the information is of limited use. The trackable production figure is laundrywide in scope and does not give the manager any idea of where in the plant he should place his/her efforts to improve. A figure that is overly broad may make you feel good or bad about your operation but it cannot give you needed direction.

I found thAt Pounds PeR PRoductIve houR wAs Best onLy when used to comPARe youR own cuRRent vs. PAst PeRfoRmAnce.

Thirty years ago, I worked with my father-in-law, Louis A. Barnett, to develop a measuring system that would report production for each employee regardless of where they worked in the laundry. The system was based on establishing a standard number of pieces to be produced by product per machine per hour. Each employee recorded their production by hour, and when that information was fed into the computer, it created a standard hours of production that could be compared to their actual hours of production. This tracking was essential in improving productivity in the laundry.

When I worked in Alabama, I was introduced to an updated program that did the same thing but had a much better reporting package. It allowed me to monitor downtime, both employee and machine productivity. I have been working with that system for the past 15 years. Its major shortcoming is that it does not run in real time: results for Monday’s production are posted on Tuesday, for example. If an employee needs additional motivation or training, you are finding out about it a day after the fact.

Today, numerous systems on the market can provide real-time feedback to laundry staff members as to how they are doing right at their workstations. Some of these systems use color lights to indicate whether they are at standard (green), near standard (yellow) or below standard (red).

I do not like this type of reporting, because it does not indicate the employee’s current production level and thus how much they need to improve. Several of my employees are driven to be the very best they can be, and having only a green light does not give them the motivation needed to excel. I prefer systems that make use of screen graphics that resemble a speedometer. It gives the employee a

COLUMNIST AT LARGE Eric L. Frederick, RLLD

From

ATLANTA —The following companies and organizations reserved exhibit space in the Georgia World Congress Center for Clean 2015 during the 30 days ending March 13, according to show manager Riddle & Associates.

o A13 Srl 432

Pads and covers for ironing tables, presses and steam formers.

o Ace Heating 4057 Solutions LLC

Boilers and commercial water-heating products.

o Ackuritlabs 554 Anti-scale system designed to protect piping systems and equipment.

o Adco Professional 3265 Products LLC

Specialty cleaning chemicals, stain removal agents, detergents, filtration, boiler treatments and solvents used in drycleaning, wetcleaning, shirt laundry, commercial laundry, hospitality, janitorial and institutional cleaning applications.

o American 3568 Associated Companies Sheets, towels, table linen, healthcare garments, laundry bags and aprons for the linen rental industry.

o American Chillers 4150 & Cooling Tower System Chillers and cooling towers for dry cleaners.

o American Express 4117 Open Small-business credit cards.

At press time, the total number of exhibitors stands at 425 (see our March issue for our initial list); it’s possible that more exhibitors will be added in the final days leading up to the April 16-19 event. Where available, the descriptions of products and/

Ao Bowoo Co. LTD 3969

BIroner felt pads, guide tapes, and belts for feeders and folders.

Chemical dispensing equipment designed especially for the commercial and industrial laundry market.

o Car-Mel Products 761 Brand identification for apparel, home fashions, uniforms, institutional wear, and hospitality.

o Daimler Truck 3557 North America LLC Premium stripped-rail chassis for the medium-duty pick-up and delivery markets.

o Delivery.com 652 Online ordering system for laundry and drycleaning providers.

o Eazy Clean 4053 Technologies Hydrocarbon drycleaning machines.

o EZ Tag Inc. 4115

ICo IPA 4225 Automated scrub suit and linen dispensing equipment for acute care hospitals.

o Isuzu Commercial 4133 Truck of America

Do Italia Service Srl 561

o Kleen-Rite Corp. 444

o Kleen-Rite Inc. 4070 Solvent filtration purification systems for dry cleaning.

or services provided here are general in nature and should not be considered all-inclusive.

Listings are subject to change without notice. Check www.cleanshow.com for any updates.

Apparel Machinery & Supply Co.

Irons; self-contained vacuum and up-air tables; boilers; and other specialty pressing and finishing equipment.

o Oreck Commercial 4126 Sales

Commercial floor care products, including vacuums and accessories.

o Otto Trading Inc. 544

o Smart Step 4124 Therapeutic Flooring

o Steam King 4160 Irons, iron shoes, steamers, mini boilers and finishing boards.

TOo Technische 653 Textilien Lorrach GmbH & Co. KG

Ironer pads, ironer belts/ ribbons, feeder/folder bands, ironer tapes and related accessories.

Ko Polartec LLC 757 Performance textiles, including healthcare blankets.

Lo Port-A-Cool LLC 4159 Portable evaporative coolers.

UPo United States 4261 Capital Corp.

Eo Lapauw USA 3756 Flatwork finishing equipment, washer-extractors, garment finishing tunnels, cart washers, and more.

o Liberty Computer 3956 Systems Point-of-sale systems for dry cleaners.

o Hangers Direct 4111 Div. of International Hangers Clothes hangers.

o Hydro Systems Co. 441

Ho My Shoe Hospital 445 N

o Naomoto Corp./ 4148

Ro Roadnet 4210 Technologies Fleet management solutions.

Mo SEKO Dosing 4049 Systems Corp. Cleaning and hygiene dosing equipment, including OPL-based systems.

o Sintex 2970 Cut-and-sew fabrics for the hospitality market.

Vo Voss Laundry 4121 Solutions

Flatwork feeders and folders, and washers and dryers.

WSo Western Textile 413 Healthcare Inc. Reusable incontinence products.

Zo Zerowaste 4152 Wastewater treatment systems for dry cleaners.

one-way ticket from the airport to Centennial Olympic Park.

Multiple car rental services are available at the airport, including Budget Rent A Car, Avis Car Rental, Hertz and more.

The Metropolitan Atlanta Rapid Transit Authority (MARTA) is the city’s public transit system. To get from the airport to downtown, the MARTA website says travel takes about 20 minutes and costs only $2.50.

Passes are available for multiple days: a one-day pass is $9, a twoday pass is $14, a three-day pass is $16 and a four-day pass is $19.

According to Frommer’s, rush-hour traffic in Atlanta can be a challenge, so it recommends MARTA. Trains run north-south and east-west, and intersect at Five Points Station downtown.

For more information about fares, schedules and routes, visit www.itsmarta.com

The Atlanta Streetcar, which

debuted in late December, has 12 stops in the downtown area.

Stops are near sites such as the Georgia Aquarium, Georgia World Congress Center and Historic Oakland Cemetery.

Passengers will need to purchase a Breeze Card, the same payment system used for MARTA. A oneway trip costs $1, a one-day pass costs $3 and a weekly pass is $11. Service times vary; a timetable and more information can be found on www.streetcar.atlantaga.gov

If a taxi is preferred, Frommer’s says it’s often best to call for one. Downtown fares start with a flat fee of $5 for one passenger and a dollar for each additional rider. These rates apply when going multiple miles away or just a few blocks.

Ride-hailing services such as Uber and Lyft can be convenient, as well.

Simply download the app of your preferred company, enter your information, and request a ride. These services are often less expensive than taxis, but watch out for surcharges, which can occur when the company sees high volumes of ride requests.

Shuttle buses arranged by Clean Show management, Riddle &

Atlanta Botanical Garden. This garden offers 30 acres of foliage. An orchid collection and rose garden will delight noses, and a variety of art enhances the sights. 1345 Piedmont Ave. NE, 404-8765859.

Inside CNN Studio Tour. Learn about the television network on a 50-minute tour. See the studios and hear how shows are broadcast to the world. One CNN Center, 404-827-2300.

World of Coca-Cola. For fans of the secret formula, the World of Coca-Cola displays various paraphernalia, shows a 4-D movie and offers tastings of more than 100 flavors that are sold in different regions of the world. Photo opportunities are abundant. 121 Baker St. NW, 404676-5151.

SkyView Atlanta. On a nearly 20-story-high Ferris wheel are 42 gondolas, which provide riders with a scenic view of downtown Atlanta. Located next to

Associates, will pick up and drop off attendees to and from the Georgia World Congress Center, with routes to nine of the Clean Show official hotels.

Service to the show will be every 15-20 minutes from 7:30 to 11:30 a.m., except for Thursday, April 16, when service begins at 7 a.m.

Return shuttles will run every 20-30 minutes from 3:30 to 6 p.m., except for Sunday, April 19, when return service is from 1:30 to 4 p.m.

The following hotels are within walking distance of the show, so shuttles will not be provided: Embassy Suites at Centennial Olympic Park, Hilton Garden Inn

Attr A ctions & Ent E rt A inm E nt

Centennial Olympic Park, this is an attraction close to both World of Coca-Cola and the Clean Show. 168 Luckie St. NW, 678-949-9023.

Civil Bikes. For a rolling tour of a variety of neighborhoods, Civil Bikes brings together civil rights, history lessons and art viewing. If a tour isn’t of interest, the company offers bike rentals as well. 151 Sampson St. NE, 404-323-8754.

Atlanta History Center. With exhibits on the Civil War, folk arts and the 1996 Olympic Games, this museum is full of history and artifacts. Ticket prices include admission to the Margaret Mitchell House, which is the birthplace of Gone with the Wind. 130 West Paces Ferry Road NW, 404-814-4000.

Fox Theatre. Tour the Fox Theatre in 60 minutes, during which visitors learn about the theatre’s history and the famous Mighty Mo’, “the largest working Moller theatre organ in the world,” according to the theatre’s website. 660 Peachtree St. NE, 855-285-8499.

Zoo Atlanta. See the furry, feathery

ABOUT ATLANTA

From being burned by

AtLAs on Page 10

or scaly friends at Zoo Atlanta in a day of fuzzy fun. To get a preview of the sights, watch the Panda Cam, where website visitors can view twin giant pandas, Mei Lun and Mei Huan, with their mother Lun Lun. www.zooatlanta.org, 800 Cherokee Ave., 404-624-5600.

High Museum of Art. This museum preserves an art collection of more than 14,000 works and is said to be “the leading art museum in the southeastern United States,” according to its website. April’s exhibitions include photography of Gordon Parks, Helen Levitt and Leonard Freed. 1280 Peachtree St. NE, 404-733-4444.

Turner Field Tours. Turner Field, home of the Atlanta Braves since 1997, was originally built as Olympic Stadium. In the stadium, baseball fans will visit the Braves Museum & Hall of Fame, CocaCola Sky Field, the press box, dugout and more. 755 Hank Aaron Drive SE, 404-614-2311.

and Omni Hotel at CNN Center. This schedule is subject to change, according to Riddle & Associates.

Fernbank Museum of Natural History’s central atrium with dinosaur skeleton exhibit. (Photo: ©2015 Gene Phillips/AtlantaPhotos.com)

The new Atlanta Streetcar at Centennial Olympic Park in front of SkyView Atlanta. ( Photo: ©2015 Gene Phillips/AtlantaPhotos.com)

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Sherman’s Army in 1864, to hosting the Summer Olympics in 1996, Atlanta has come a long way.

As the last of the 13 original colonies, Georgia was named after Great Britain’s King George II.

With the Western & Atlantic Railroad’s southern end in Georgia, Atlanta became a popular hub.

Previous names for the city were Terminus, then Marthasville. It wasn’t until 1847 that “Atlanta” was adopted. This is said to be the feminine form of “Atlantic,” and was possibly coined by a Western & Atlantic engineer, according to the Atlanta Convention & Visitors Bureau (ACVB).

When the Civil War broke out in 1861, Atlanta’s railroad and supply depot was crucial to the Southern armies. However, in 1864, Union Gen. William T. Sherman’s armies burned the railroad facilities, other businesses and residential homes in an effort to immobilize transportation.

But Atlanta bounced back. By moving the Georgia capital from Milledgeville to Atlanta, new business was attracted.

By the 1920s, a downtown business district was established, and because of the campaign of Atlanta Alderman William B. Hartsfield, a racetrack-turned-airport was built.

Under Mayor Maynard Jackson, it was modernized in the 1970s. In 2004 the airport gained its current name, Hartsfield-Jackson Atlanta International Airport, celebrating the two.

Atlanta was called “home” by various historical figures, including Dr. Martin Luther King Jr., who heavily influenced the civil rights movement.

In 1963, Atlanta Mayor Ivan Allen Jr. testified in support of the Civil Rights Bill, making him the only Southern mayor to do so, according to the ACVB.

When King was assassinated in 1968, Mayor Allen pleaded for the city to remain calm. Atlanta mourned peacefully.

In 1996, Atlanta hosted the

Centennial Olympic Games, the largest, according to ACVB, attracting 2 million viewers in person, and broadcasting to another 3.5 billion.

Along with the success of the Games came tragedy. On July 27, 1996, a 40-pound pipe bomb exploded in the park, killing two and injuring more than 100 others, according to CNN.

Commemorating the events is the Atlanta History Center’s Centennial Olympic Games Museum and the Centennial Olympic Park.

The ACVB says that the Olympics “served as a catalyst for a second resurgence of Atlanta,” with new attractions and developments, the expansion of the airport and an overall higher reputation.

The Georgia Aquarium opened in 2005, and the World of CocaCola relocated downtown, leading to a popular attraction.

Atlanta has also played host to events such as the 1988 Democratic National Convention, Super Bowl XXXIV in 2000 and the 2008 NHL All-Star Game.

FANTASTIC FOOD

After the Clean Show wraps for the day, venture out into the city to sample great meals and big entertainment.

Get your food fix at the many classic Atlanta eateries. After indulging in rich, Southern fare, walk it off on a tour or at an outdoor space, such as Atlanta’s Botanical Gardens.

According to Urbanspoon, some of the top-rated restaurants in the downtown area include Arepa Mia, a Latin American vegetarian spot; Aviva by Kameel, a Mediterranean breakfast joint; and Reuben’s Deli, an American sandwich and soup destination.

For a soul food fix, Thrillist recommends Paschal’s Restaurant for fried chicken and shrimp; Sweet Georgia’s Juke Joint crafts crawfish tails; and Gladys Knight’s Chicken and Waffles carries BBQ turkey wings and fish and grits.

NEAT NIGHTLIFE

While Atlanta is a great spot for food, it also has a lively and diverse nightlife scene.

Food & d ining

Bacchanalia. According to Atlanta Magazine, this is the best restaurant in the area, and has been in business for more than 20 years. Prix-fixe dinners include five to seven courses and can be tailored to dietary restrictions. 1198 Howell Mill Road, 404365-0410.

The Varsity. Since 1928, this dive/drive-in has been serving up shakes, burgers, hot dogs and more to hungry customers. The Atlanta classic is the world’s largest drive-in, with space for 600 cars outside and 800 people inside. 61 North Ave. NW, 404-881-1706.

Legal Sea Foods. Located near the Clean Show’s location is this seafood restaurant and oyster bar. Impress your dining companions with a menu of 28 wines by the glass. 275 Baker St. NW, 678-500-3700.

Restaurant Eugene. Southern elements and worldly flavors combine in a kitchen that is driven by local ingredients. Sauces made from scratch make for a fresh experience in fine dining. 2277 Peachtree Road, 404-355-0321.

Farm Burger. Voted the Reader’s Choice for Best Burger in Atlanta Magazine, Farm Burger serves grass-fed beef, which is dry-aged and ground fresh. It also boasts affordable prices, with a lunch special of a “Build it” burger, fries and a drink for $8.75. 3365 Piedmont Road, 404-816-0603.

Murphy’s. This popular brunch spot brings more than 30 years of history to the table. Favorite items on the daily menu include Eggs T. Murphy, Crab Cake Benedict and chilaquiles. The location also includes a bakery and wine shop. 997 Virginia Ave. NE, 404-872-0904.

Piece of Cake. Gourmet cakes from scratch have satisfied the sweet tooths of Georgia natives since 1985, and the company has since added

According to TripAdvisor, Midtown is host to a few dance bars, such as Opera and Sutra Lounge. For a similar, trendy feel but without the dancing, Halo Lounge is a safe bet. The bar also serves s’mores, so it has to be good, right?

For those visiting Old Fourth Ward, Frommer’s recommends Joystick Gamebar, which features a Dolly Parton pinball machine, Space Invaders, Ms. Pac-Man and more. Food is served by Junk Food (which is exactly how it sounds), and a variety of cocktails are available for $5 and up.

Krog Bar is cozy with its wood

cookies, cheese straws and cupcakes to its menu. If you can’t make it there, cakes are also available to be shipped. 3215 Roswell Road, 404-3512253 (other Atlanta locations also available).

Der Biergarten. This authentic German cuisine destination features a beer garden and familystyle seating. According to the restaurant’s website, it’s “the first and only restaurant in Atlanta with two authentic German beers on draft.” Wine from around the world is also available. 300 Marietta St. NW, 404-521-2728.

Krog Street Market. In the Inman Park neighborhood lays a mecca of food and shopping. With a bakeshop, dumplings, BBQ, Middle-Eastern cuisine and more, the whole family’s palate should be satisfied. 99 Krog St., 770-434-2400.

Sun Dial Restaurant. When looking for a view to complement a meal, Sun Dial is the place to go. Atop the Westin Peachtree Plaza at Level 73, 360-degree views of Atlanta are shown off along with brunch, lunch or dinner. 210 Peachtree St. NE, 404-589-7506.

walls and communal tables. Reviewers love its tapas and wine, earning it an 89% rating on Urbanspoon.

The Improv in Buckhead serves food and drink along with its comedy.

TripAdvisor also says that Fado, an Irish pub, and Hole in the Wall, a dance club, are also popular Buckhead bars.

In Phipp’s Plaza is Twist, a sushi and tapas treat with “high-energy drinks,” according to TripAdvisor.

MANY MUSEUMS

With multiple universities, including Emory University,

Georgia Institute of Technology and John Marshall Law School, and nearly a dozen other colleges, this town is full of intelligence and research.

Museums also contribute to this culture.

Atlanta is home to a museum of paper, design, contemporary art, the Jimmy Carter Library and more.

There are many great museums to see, and for tourists hoping to see it all, the Atlanta CityPASS can help save some money.

The CityPASS is a booklet of

The Varsity Diner at dusk against the Atlanta skyline. (Photo: ©2015 James Duckworth/AtlantaPhotos.com)

Ergonomic Technology Leader

Atlas Shopping

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admission tickets to five attractions, saving tourists 43% compared to regular box office prices, according to its website.

The pass allows entry to sites like Georgia Aquarium, World of Coca-Cola, Inside CNN Tour, Zoo Atlanta (or Center for Civil and Human Rights) and the Fernbank Museum of Natural History (or the College Football Hall of Fame). For more information, visit www. citypass.com/atlanta

GUIDED TOURS

For those who love such tours, Atlanta has plenty to offer.

Atlanta Movie Tours has multiple options for guides to the city. In a Gone with the Wind tour, an actor portraying author Margaret Mitchell tells tourists of her 20thcentury Atlanta while aboard a luxury coach.

Because Atlanta is the site of many horror flicks, two zombie tours are also available. Just a few of the films and TV shows mentioned are Zombieland, The Walking Dead, and The Vampire Diaries

To learn more, visit www.atlanta movietours.com or call 855-255FILM.

Another destination is the Atlanta BeltLine, a former railway hub transformed into a park and transit space. According to the BeltLine website, the space connects 45 neighborhoods.

Walking, bus and bike tours are available for education about the history, projects and art involved with this space.

Visit www.beltline.org for more information.

NIFTY NEIGHBORHOODS

There’s more to Atlanta than downtown. With popular shopping districts and hot spots for wining and dining, exploring outside the “main drag” can be an opportunity for unique memories.

Midtown, along Peachtree Street, is where the arts thrive. With the Fox Theatre, Woodruff

Buckhead Atlanta. This mall houses dozens of high-end designer stores such as Christian Louboutin, Helmut Lang, Hermes and Theory. 3035 Peachtree Road, 678-704-0900.

Phipps Plaza. This Simon property features both clothing shopping and family entertainment in Buckhead. An AMC theater and Build-A-Bear Workshop can excite the children, while high-end stores such as BOSS Hugo Boss, Bottega Veneta and Fendi provide luxury for adults. 3500 Peachtree Road, 404-2617910.

Little Five Points. About two miles from downtown is Little Five Points, a commercial neighborhood. Known as a hipster neighborhood (ranked #16 in Forbes as America’s Best Hipster Neighborhoods), this district has not just shopping, but entertainment and dining. Along the 1000 block of Euclid Ave. NE.

The Mall at Peachtree Center. In this three-tiered mall is a shopping destination of more than 60 specialty shops and six restaurants. Located in downtown Atlanta, this mall is convenient for those staying in the city.

Arts Center, Museum of Design Atlanta and Savannah College of Arts and Design, there’s plenty to see. Piedmont Park hosts festivals throughout the year.

Westside brings a young Georgia Tech crowd to destination dining spots. Top-rated kitchens bring top-rated food to the tables of this loft community.

Buckhead, an affluent neighborhood north of downtown, is most famous for its shopping. Mansions abound here, and luxury shopping is ample. Home of the Atlanta History Center and Governor’s Mansion, this area is also full of local history.

Warehouses frame Castleberry Hill, a space bustling with art galleries, wine bars and tapas lounges, according to the ACVB. This neighborhood, which is west of downtown, brings art-minded citizens to their art walks, which are on the second Friday of each month.

Little Five Points, located east of downtown, has theaters, a tavern,

231 Peachtree St. NE, 404-654-1296.

Kendra Scott. For a colorful jewelry experience, Kendra Scott carries shiny pieces for a variety of style tastes. Many pieces run less than $100, making great gifts or new pieces for a jewelry collection. 3400 Around Lenox Road NE, Suite 216, 404-900-5362.

Brunello Cucinelli. For those looking to splurge, visit this luxury store for a high-end cashmere sweater. Earth tones are the main focus of Cucinelli’s collection, so classic colors are a sure find. 3065 Peachtree Road NE,

coffee shop, shopping and a park that are all within less than a mile. This typically hipster neighborhood is a destination for vintage finds and live music.

The Sweet Auburn District, a previous center for AfricanAmerican commerce, houses the Dr. Martin Luther King Jr. National Historic Site, where visitors can learn about this influential figure of peace. Bakeries and a curb market, which was established in 1928, bring fresh food to this district.

SURROUNDING SIGHTS

If the big city isn’t your cup of tea, or if you’re looking to explore other areas of Georgia once Clean 2015 has concluded, rent a car for these day trips around the state.

Driving an hour-and-a-half from Atlanta to Athens, Ga., is worth the trek. At the home of the University of Georgia, city tours and live music are classic go-to’s. Downtown features Victorian architecture and unique

shopping experiences.

Space #B217, 404-467-4080.

Henry & June. This indie boutique allows customers to sip coffee before perusing racks of typically monochromatic clothing. Independent and local designers are featured in this store, which carries items priced $300-$700. 784 North Highland Ave. NE, 470-355-9751.

fab’rik. For a more affordable option, this store features “high style without attitude or sticker shock,” according to its website. Most items are less than $100, and stylists are available for scheduled shopping. 3400 Around Lenox Road, 404-816-6221.

Canali. Dress up in a flashy, Italian suit, which can include bold textures and patterns. For either an off-the-rack look or a custom suit, this 80-year-old brand makes both classic and statement pieces for men. 262 Buckhead Ave., Suite C305, 404-846-0360.

Labels. Named the “Best Consignment in Atlanta” four years in a row by Jezebel Magazine, this high-end, discount store boasts designer brands and affordable prices. The main store is situated in Buckhead. 3202 Paces Ferry Place, 404-793-8300.

Cable cars, train rides and adventure courses, oh my! Only a 30-minute drive from Atlanta is Stone Mountain. The attraction’s many activities celebrate the won-

der of this mountain and its threeacre relief sculpture. There’s even a laser show in the base’s natural amphitheater. Visitors can stay in one of multiple hotels or pitch a tent in its campgrounds. ALN

The Junkman’s Daughter, an emporium in Little Five Points. (Photo: ©2015 Kevin C. Rose/AtlantaPhotos.com)

Evening streetscape on Peachtree Street and 12th Street in Midtown, Atlanta’s arts and entertainment district. (Photo: ©2015 James Duckworth/AtlantaPhotos.com)

THE LESS ATTENTION OUR MACHINES NEED, THE MORE THEY SEEM TO GET.

For over half a century, dependable Maytag Commercial Laundry machines have stood up to daily use that would have lesser washers and dryers crying for a repairman. They’re also energy-efficient—increasing throughput, while lowering utility and labor costs. To learn more about our products and their comprehensive warranties, visit maytagcommerciallaundry.com

Technology helps keep watchful eye on laundry room

BY MARK MOORE

By now, you’ve probably seen the Super Bowl commercial featuring a 1994 clip from The Today Show. Hosts Katie Couric and Bryant Gumbel are perplexed by the concept of the Internet and are even unable to pronounce the “@” symbol. There’s a comparable analogy—networking—that’s emerged in the laundry indus-

try. While this concept is still unfamiliar to many on-premises laundry (OPL) managers, I predict it will be common practice in the future.

Just as there were early adopters of the Internet, smartphones, and countless other technologies, more and more laundry operators are seeing the benefits of networking their facility’s laundry room, analyzing machine usage,

and giving their distributor access to this information as well.

With the ability to view data that shows machine performance, laundry room efficiency, and even employee productivity from any Internet-connected device, networking is evolving how managers do their jobs. As a distributor, being remotely linked to customers’ systems is also improving the quality of support our company

can provide to them. We have visibility to quantitative data that allows us to make recommendations to improve efficiency.

NETWORKING IN ACTION

As I write this, I’m sitting at the computer in my Kentucky office, observing the status of the laundry room at a beach resort and spa in Destin, Fla. Of the hotel’s seven washer-extractors,

one has a load of clothes ready to be unloaded, one is empty, and the others are mid-cycle. I can see there’s one tumble dryer running at 180 F, and the load has 5% moisture left in the linen. When the load is finished in five minutes, I’ll be able to tell how long it took staff to unload and reload the machine. I am able to view the laundry room with such detail because the facility’s stateof-the-art control system is wirelessly networked to our system.

The hotel’s chief engineer can also view this information in real time. As the laundry room is just one of many areas he oversees throughout the resort, the data helps him determine at a glance if it’s running as efficiently as possible.

Networking allows him to pull up an overview of the entire laundry room from anywhere on-site and look for colors that represent each machine’s status and time remaining. This customer views the reports from computer monitors housed in the hotel’s control room; they also show everything from water temperature in water heaters to the status of the building’s elevators. He also checks in remotely using his iPad while dealing with matters throughout the resort.

In many facilities, machine status information is also typically displayed on a large monitor in the laundry room, allowing staff to quickly reference the screen rather than manually checking each machine.

With guest satisfaction topof-mind, it is important to not only ensure equipment throughout the entire facility is working properly and efficiently, but also to analyze performance data and make improvements where necessary.

Before the laundry room was networked in 2011, the resort’s team could only make educated guesses on how to improve productivity and throughput. Now, it is using detailed performancesnapshot reports to view information including machine usage, and to ensure the poundage-perhour goal is met. It also can confirm workers are selecting the

els and other items that are used at a facility that offers a variety of services. Making sure correct procedures are followed ensures articles come out clean and soft, and therefore that guest expectations for quality are met.

VIRTUALLY CONNECTED

While some of our networked customers are heavily involved with analyzing machine performance reports, others solely rely on us as consultants to look at the data and help them make improvements as necessary. Some do a little of both.

A main benefit of being networked to our customer’s laundry operations is that we are able to notify it of issues before personnel there have even realized they’ve occurred. Alternatively, if a customer alerts us of a problem, we can log into its system and begin to troubleshoot immediately, reducing downtime. Depending on the issue, we are frequently able to address it without even visiting the customers’ site. One example occurred just a few months ago, 350 miles away from our office.

A facility in the long-term healthcare industry was suddenly not seeing the wash results it had come to expect from its equipment and wash programs. By logging into the customer’s system through the network, we were able to verify the chemical company had unintentionally adjusted wash formulas while performing routine maintenance.

Without having to make the round trip to visit the site, we were able to rectify the issue and reprogram the machines from our offices. This also prevented the customer from losing money due to downtime and lost productivity. To ensure this doesn’t happen in the future, we now receive e-mail and text message alerts whenever programming is altered—intentionally or unintentionally.

Another networking story is related to staff productivity and procedures. A customer’s chemical company informed us that the linen reject rate in the facility had increased to about 50%, meaning every other item had to be rewashed because the stains were not being removed.

To get to the bottom of the issue, we took a look at the customer’s reports. When studying the facility’s third shift, we saw that staff was selecting incorrect cycles. Workers were throwing everything, no matter the soil level, into machines and running the fastest cycles possible so they could go home earlier.

Items that didn’t get clean would go in the reject bin, causing the customer to lose money due to the extra chemical, utility and labor costs associated with rewash.

Without the technology that allowed us to pinpoint the issue, our customer may still be dealing with the high level of rejects,

and unaware it should actually be looking more closely at the staff’s use of appropriate cycles.

Furthermore, networked machines can send text messages or e-mails to workers and managers when a cycle is finished, when maintenance should be performed, or should any error codes arise to further improve the OPL’s productivity and avoid downtime.

With a productive and efficient operation as the goal, tracking your laundry equipment goes hand in hand with tracking your employees.

Another situation in which networking saved time, money and

potentially even more involves another long-term healthcare customer.

We set this facility up with networking and, with our ability to view machine performance reports, found that tumble dryers were giving off a specific error code. Staff was not cleaning lint filters properly, resulting in excessive lint buildup. In fact, it was so excessive that the buildup very well could have caused a dryer fire. Because we were able to view the facility’s report, we were able to apprise the customer of the issue and potentially prevented a tragedy in the 1-year-old, $10 million facility.

LOOKING AHEAD

As these examples show, networking and being wirelessly linked to our laundry customers has a direct effect on the speed and type of service we can provide. As technology evolves, our ability to maintain systems, prevent issues and troubleshoot customers’ laundry equipment only gets better. In turn, our customers are better able to run a safe, productive and efficient laundry operation.

While the majority of our customers do not currently utilize this service, more than 90%

have the capabilities, and it’s only a matter of time until more begin to adopt this technology into their operations.

Just as with the Internet, I predict that 20 years from now, we’ll look back on doing business without networking and wonder what we ever did without it. ALN

Mark Moore is the vice president of REM Company Inc., a distributor of UniMac® laundry equipment. For more information on UniMac, visit www.unimac.com/ OPL101 or call 800-5875458.

Learning to benefit from results-focused training

Association for Linen Management webinar features tips for hiring, retaining best staff

By LAu R e n dIxon, e d Ito R IAL Ass I stAnt

CHICAGO — When managing and hiring a staff, Paul Fayad, managing partner of Positive Leader, recommends that you “First, break all the rules.”

Well, maybe not actually break the rules. But at least read the

book of that title. The authors, Curt Coffman and Marcus Buckingham, teach about three factors of a person, which Fayad highlighted in his recent webinar for the Association for Linen Management.

DIFFERENT QUALITIES

When seeking results from a

staff, understanding the hiring process is the most important thing a manager can do, Fayad says. The selection process “needs to be very specific and very succinct.” This can be done by trying to see different qualities in a potential employee, including “striving talent,” “thinking talent” and “relating talent,” all of which

come from the research presented in the aforementioned book.

Striving talent is the “why of a person,” or what motivates them.

Thinking talent, the “how of a person,” indicates how a person makes his or her decisions. Relating talent, “the who of a person,” is who they trust, build relationships with or ignore. Fayad says that these

qualities can be revealed through both a specific interview process and personality testing.

Behavior-based interviewing will require interviewers to ask the “hard questions,” such as why they left their last job, were they fired, and why. Also, because interviewing is a difficult way to measure someone, Fayad recommends interviewing candidates at least three times. By the last interview, their true personality should show.

SOCIALIZING

After the candidate is hired, they must be socialized into the workplace, Fayad says. During this process of “onboarding,” the worker will learn the ropes and become part of the workplace processes. By making them feel comfortable and providing a mentor, this new worker will be more quickly integrated into the staff.

TRAINING NEW STAFF

Part of the onboarding process is training, which will teach the worker what he or she will do. By being confident in their work, they will become not only good at their job but also better socialized.

Fayad advises to train everyone in all areas in order to have staff switch duties.

“Laundry and linen processing can be very repetitive,” he says. That repetition can also create ergonomic problems as well as make for an unhappy staff.

Consistent training should also be provided to all staff. When the same process is shown to each person, it’s easier to see pitfalls and make changes accordingly. Also, the training should be made “exciting.”

Another way to make the training stick is to have experienced associates train new associates. This establishes a “mentorship bond” that he says is harder to gain from a supervisor. Fayad says that another benefit of mentorship is that the supervisors will have fewer training duties, which will lower their stress level.

After the training is done, verify the worker’s competence through testing. This determines both what the trainee has learned as well as how effective the training has been. Despite the stressful process of testing, when a person passes, they’ll feel comfort and pride that they’ll get the job done correctly, Fayad says.

“More than anything else,” he says, “when a person passes a test, they feel strong, and they feel determined.”

AREAS OF TRAINING

When training staff, many different aspects of the business should be covered. The most important, according to Fayad, is safety.

Due to the nature of the business, extreme caution should be taken when dealing with linen that may contain bloodborne pathogens. Personal protective equipment should be worn, and staff should be trained on how to put on and remove the garments. Removing equipment properly prevents the spread of disease, and Fayad cites the recent Ebola scares as an example of the importance of this training.

Ergonomics also play a role in the physical safety of the worker. Lastly, teach workers how to perform first aid. Facing potential situations such as splashes, needle sticks, cuts and more, staff should know how to handle a variety of emergencies.

Fayad says that these surveys need to be identical because data won’t be measurable if they aren’t.

But how often should surveys take place? Fayad recommends once every quarter. This frequency applies to not only customer surveys but to employees as well.

“The more information you get back, the better the organization you become,” he says. But only “if you do something with that information.”

FEEDBACK AND COMPENSATION

To encourage staff and retain a

low turnover rate, Fayad recommends providing positive feedback. It should be presented publicly, while negative feedback should remain private. Productivity and attendance are two areas to bring up publicly.

“The more we talk about how good an employee is doing, the more that the staff and associates around that specific person, or him or her, the more they’ll see and want to be a part of it.”

Compensation can be both monetary and in the form of advancement.

When deciding how much to

pay employees, Fayad recommends getting to know what competitors are paying. Then, offer pay in the top 25%. This keeps turnover low, and he says that managers will save money in the long run.

People don’t always leave a company because of a lack of money, but rather a lack of responsibility, Fayad says. By making someone a mentor or trainer, they are acknowledged as being a good worker and are more likely to remain loyal to the company.

Additionally, promote from within to show there’s a future for current workers, he says. “People

need to see that you trust them.”

Fayad quoted Jim Collins from his book, From Good to Great: “The purpose of compensation should not be to get the right behaviors from the wrong people, but to get the right people on the bus in the first place, and to keep them there.”

Throughout the webinar, Fayad highlighted each of these points, saying they were critical or highly important. By improving these methods of hiring, and by learning ways to improve processes, laundry managers can see positive results from their focused efforts. ALN

Training in the procedure for processing soil covers aspects of soiled-linen pickup, soil sorting, and washer/dryer loading and unloading. Also, learning different areas of finishing might be better for some more than others. Take into consideration an employee’s health or preferences for standing for long periods of time. Fayad says this area is best when there is a “rotation of duties.”

“Variety is going to be the better key, especially when it comes to finishing work,” he says.

Lastly, order processing and filling the exchange carts is going to require someone who takes their time to count the clean linen.

Delivery is a crucial part of the business, Fayad explains, so these personnel should be trained in customer service.

“The main intent of customer service training is that we provide customer-focused service,” he says. This focus on the customer means that “the customer is always No. 1.”

When an employee deals with a customer, that employee is representing the company. During the pickup and delivery services, the employee needs to be aware of what they’re saying and doing, be dressed appropriately, smile, and show a desire to help.

Fayad says these traits are especially important when in competition with other companies. Therefore, pickup and delivery employees have “got to be the best people you have when it comes to customer-focused service.”

A way to measure the success of service and training is, again, through testing. Customer surveys can help to determine if clients are unhappy, and what can be done to change the training programs.

—PAUL FAYAD

PANEL OF EXPERTS

Good customer service starts at the top

down on the importance list until there is a challenge. That is when a really good company separates itself from its competitors through customer service.

As an industrial laundry, customer service is quite probably one of the most important features that sets us apart from our competitors.

Any high-standard laundry is capable of providing a top-tier level of quality but customer service seems to be a lost art at most companies. I have found that at most hotels, laundry is quite far

One major area of focus is working with your customer to honestly understand that there needs to be a good working partnership between the two entities.

Helping a customer to realize that it must keep a certain par level for its comfort as well as the laundry’s is one of the many issues. Also, there is the need for the laundry to understand that inventory is expensive. Just because we are processing COG (customer-owned goods) laundry is not a reason for us to ignore the

fact that if we control our washand-dry formulas, we can make our customers’ terry and linens last longer.

Managers need to be diligent in their approach to training. Whether it is the training of truck drivers, who see our customers on a daily basis, or line operators, who may never meet the customer.

A short customer-service survey should be sent to all customers each month. If there is no response to the survey, the salesperson or customer service rep should get in touch with the customer to confirm their receipt and obtain a response. This simple step serves to not only assist the customer but to help the laundry

have a better understanding of a customer’s expectations.

Do not be afraid to be held accountable. We need to make

sure that all our co-workers as well as our customers understand that no one is perfect. The longer your customer is with your ser-

“How important is customer service to a laundry/ linen operation? How can managers work to better assist customers and end-users?”

(Photo: © iStockphoto/olm26250)

Commercial Laundry Rick Rone

Laundry Plus, Bradenton, Fla.

vice, the more likely there is to be some type of mistake or problem at some point. Honestly, who or what created the problem is not important. Our response to that mistake or problem is what sets us apart from our competitors.

As with most issues, customer service, good or bad, seems to be a trickle-down effect. Your efforts need to start at the top and filter down to every facet of your company.

actual “mini” inventories.

Laundry operation managers can best assist customers and endusers by making greater use of the varied resources available. CS personnel from laundries and linen companies offer an abundance of information and assistance to help provide volume without waste. Managers can assist CS personnel by providing good data. Sometimes our customers believe they don’t get back what they send out, that their bill is too high, their deliveries are always late, etc. Managers can assist by arming their CS people with clean/soil ratios, on-time ship-

ment reports and more.

Additionally, shared information allows flexibility for ordering systems, whether designed by CS managers or with linen management systems. System designs can allow for service flexibility and ordering methods that are responsive to census swings.

There is nothing wrong with allowing professionals to help you. At some point, all of us must learn to listen with a “soft” ear. I am amazed by what I see textile consultants provide by way of service to customers. I am even more amazed when the extra sets of eyes are not allowed to help

assess something so basic and vital to individual laundries and our industry.

and best equipment in the industry but if the customer service isn’t there, sooner or later, you may find the customer is not your customer any longer.

One of the key factors in providing a high level of customer service is to spend time with the customer and ask many questions as to what level of service it requires.

with any laundry/linen operation, customer service should be at the top of the list. You can have the most advanced

Each customer’s needs are different, and you shouldn’t assume that you know what a customer needs until you have spent time learning about the operation.

ihave been in the service industry all of my working career. For me, customer service is a highly important part of what we do.

Customer service is synonymous with trust. Customer service works to enhance perception and drive education and understanding.

Customer service (CS) allows the true purpose of the supply and use of linen to be fulfilled. CS is an important part of the energy around the mission of the laundry. Most laundries have a desire to deliver a quality product in a timely and efficient manner. CS personnel help to formulate and explain the holistic and specific quality expectation, as well as assist in the management of systematic ordering and linen utilization so that the timeliness of linen delivery is maximized with proper inventory levels.

When CS is regimented, it allows for the education of the customer base. It is able to see service solution through repetition.

It is necessary and important to develop good relationships with customers. It is also necessary and important to provide professional educational support. Whether the CS manager is assisting in inventories, in-house utilization, waste reduction, stain control or good, old-fashioned marketing, he or she is serving a practical, measurable function.

As our industry has trended toward keying on utilization, linen utilization numbers/statistics have been used to serve the customer, thus the levels of service and linen management have logically improved. I have experienced this personally.

I recall a time in Buffalo, N.Y., when we were in the midst of a startup. The daily input from our CS people allowed us to merge the needs of the customer with the functionality of the laundry. We received daily information that allowed us to make production decisions. Without this guidance, we would have worked overtime unnecessarily. We would have also made purchases for linen based on reactions rather than

Hotel/motel/

Phil Jones Sheraton Vistana Resort, Orlando, Fla.

Developing that level of trust on your part will go a long way toward the desired customer service level being obtained. Even though our schedules seem to grow busier, never underestimate the power of a person-to-person visit as opposed to sending an e-mail.

Most operations have some type of customer service survey;

it is important to review them on a regular basis as soon as they are returned. You want to be able to look at potential areas for improvement but also to recognize an employee who may be mentioned as doing a great job. The more recognition a manager gives his/her employees for a job well done, the more likely they are to see a higher level of customer satisfaction.

Our laundry has a monthly goal for achieving certain guestsatisfaction survey scores, and we will have a laundrywide celebration when we achieve that goal. This goal is updated

daily and discussed in our morning meetings so we can adjust to what customers are

saying about our service.

In the end, whether you manage an OPL and your customer is housekeeping, or you operate a commercial laundry servicing multiple accounts, the customers will give you feedback about your operation—both positive and negative.

How you and your team listen to the feedback will determine the tenor of the next set of feedback you will receive. Look at what the customer is saying from their perspective, then try to understand how you can work with them to resolve any issue and move forward.

Customer service is important to every business! Without customers, no business can survive. Customers will go where they are treated fairly and with respect, and even spend more money at such a business.

All of us have bought something at a fast food restaurant or a retail store where the clerk barely said a word, took our money, shoved our purchase at us and never said anything resembling a thank-you. Such experiences don’t inspire anyone to go there again.

All that being said, in a laundry/ linen operation, a customer has to be happy with the cleanliness of the goods, prompt delivery, clear billing, polite employees, simple procedures, etc. There are lots of ways that customers interact with a company. All of them should be examined for improvements in customer service.

For example, I once heard an end-user complain bitterly about a linen service, not for quality or pricing, but for the complexity of its invoices! This is something that one wouldn’t normally consider a serious issue. Yet, this customer was ready to switch to someone else for this reason.

When I pressed them, they admitted everything else was great, but they couldn’t get past the complicated invoices and the multiple phone calls it took to clear up problems. In a competitive market, little things can mean the difference between keeping a customer and watching them take their business to your competitor.

A manager should be mindful of every interaction with a customer, including sales calls, product delivery, customer complaints, billing and any problem resolution. Each of these interactions needs to be polite, efficient and convenient to the customer. And for the customer to notice, they need to be consistently pleasing.

When creating ordering or delivery procedures, consider your customer’s point of view: Are you only thinking of your own time and effort, or are you trying to make everything simple, easy and pleasant for your customer? One goal could be that a real person answers phone calls; automated switchboards are efficient but serve to annoy the caller most of the time!

Do your customers have to fill out forms to make changes, or can they speak to someone and have their problem solved—and solved the first time it’s mentioned?

I think the hardest thing is to get all employees to share in this goal. Customer service employees

probably understand that being polite and efficient is an important part of their job. But, getting all the employees to consider their actions as directly impacting the success of the business is more than sticking up posters and having nice slogans. This takes effort and diligence all throughout the business.

Spending time with individual employees, showing them by example how to deal with customers, creating an environment where everyone is treated like you want them to treat your customers, and repeating all this over and over will be required.

good customer service costs the laundry/linen operator next to nothing and brings more value and continued business relationships to the table.

Our customers today want to know that they are dealing with the best: a company that goes that extra mile to make sure their needs are not only met but exceeded, and that issues are anticipated before they become issues.

Yes, a clean product delivered at a competitive price day in and day out does mean something, but the simple things like saying “Thank you” for the business, straightening up the shelves, or proac-

tively following up goes a long way toward customer retention.

Today, we are seeing that, more often than not, exceptional customer service makes the infrequent issues not as painful as they once were. Our customers expect and deserve the best, and consistently excellent customer service helps to generate not only customer retention and renewals, but also referrals.

More and more managers are playing an active role in making sure their staff expresses and practices good customer-service actions on a daily basis. The exceptional manager will go as

far as personally reaching out to the customers, as well as extending the proverbial “customer service branch,” to make sure expectations are not only met but exceeded.

By training staff on the importance of going that extra mile and leading by example, many operations are able to increase sales based upon word of mouth rather than an expansion of the sales team. Remember, it costs nothing and pays well.

I can tell you that the two minutes it took that car dealership manager to call my wife and me pretty much sealed the

deal. When we are ready to buy another car, we will go back to the dealer whose personnel went that extra mile to take care of our daughter’s needs. ALN

Our daughter recently phoned from Florida to inform us that she was approached by a “so-called” warranty company. This company said they were representing Volvo and that the warranty on her car was about to expire. Realizing this was a scam, and wanting to allow her to handle the situation herself, we told her to reach out to the dealership where she purchased her car (coincidently, also where we purchased our last few cars) to inquire if this call was legitimate or not.

Several days later, and without further thought, we received a phone call from the director of finance at the car dealership where our family had purchased our cars. He said he had received a call from our daughter, who had explained her dilemma to him. The purpose of his call was to inform us that he was following up on the call he received and to assure us he had taken care of our daughter’s issues.

Not only was her car still under warranty, but it also had an extended warranty that was purchased at the initial point of purchase. He continued, saying he had reached out to the car dealership in Florida where she now resides to make sure it had all the proper warranty paperwork pertaining to her car.

After the call ended, my wife turned to me and said, “Now that is customer service! Now I understand why we do business with these guys. … he did not have to go that extra step to make sure [our daughter’s] concerns were addressed.”

Customer service goes a long way these days, and sets you apart from your competitors in a price-dominated marketplace. Exceptional and consistent customer service is what makes one laundry/linen operation more successful than the other. The funny thing about this is that

Growth

four main areas of interest: industrial (manufacturing, automotive and food/pharmaceutical manufacturing), hospitality (lodging, hotels, spas and health clubs), food and beverage aka F&B (restaurants, catering, etc.), and healthcare (acute, non-acute, subacute).

OPPORTUNITIES IN INDUSTRIAL

Kallenbach pinpoints several areas of growth for the industrial segment. Occupying one of the biggest is flameresistant and reflective wear, allowed through an increase in post-recession construction.

“Flame-resistant and high-visibility [apparel] have probably never been a bigger opportunity for you,” says Kallenbach. And while high-visibility apparel is a given for workers at airports and in low-light situations, even daytime workers are finding benefits in it and driving demand in segments that employ roadside workers, parking attendants and even electrical workers. There’s also demand for the combination of flame-resistant and highvisibility, though it will require some investment to enter that market.

“It’s expensive to get into because these are $100 wholesale items,” says Kallenbach. “But it’s not a commodity product. There are very few people who have entered that market, so if you’re so inclined and you have the capital to do it, that’s a great spot to be in where you have a lot [fewer] competitors.”

Consider outfitting workers in the non-dealership automotive segment, too, such as those who work in body shops or specialty car shops. Why this segment, specifically? It comes down to changes caused by the recession.

“When you have an economic decline, typically you have [fewer] car sales. When you have [fewer] car sales, you actually have more car service dollars, because people are keeping their cars and fixing them up.”

He also sees tremendous growth in food and pharmaceutical manufacturing within the industrial segment.

“I guess our society will never have enough drugs,” he says, and adds that demand for cover garments such as lab coats in a variety of colors will continue to grow alongside the swelling of the healthcare segment.

But don’t neglect the ladies— Kallenbach says it’s a great time to bring female uniforming capabilities to center stage.

“The purchasing power is really more in the female hands right now,” he says. “I think it would be better for our industry to say [that] we focus on building and supplying comfortable, fitting uniforms for females that are design-friendly as well. And, of course, we can fit all the male workers, because we have for many, many years.”

Some regional preferences continue to provide rental opportunities for laundries. Blue jeans, for example, are a hot item in states like Texas.

“The beautiful thing about renting cotton and blue jeans is that as they wear down—people don’t want to turn them in and get new,” says Kallenbach. “They like them.”

One of the newest opportunities available to laundries comes out of the microfiber revolution. Microfiber products have come a long way since they were first introduced, and now, Kallenbach says, “not a human in the U.S. doesn’t know what it is.” That’s because it’s a great overall towel for cleaning, and organic growth can come from the desire to upgrade to a better-performing towel made of this material.

Kallenbach also urges operators to consider giving more thought to direct sales of their typical rental items, since there’s the potential for more growth at a lot lower cost, and since “those markets are looking for those answers.”

GROWTH IN HOSPITALITY

Today’s vacationers aren’t as keen to book a trip far from home as they once were, says Kallenbach. Security issues overseas have Americans worried, and they’re opting for destinations within the States for their getaways.

“Whether you admit that to yourself or not, there are a lot of Americans who are not traveling overseas who would normally travel overseas,” he stresses.

The hospitality market is booming thanks in part to this trend, and the fact that foreign vacationers are still coming to the U.S. in droves. Newhotel construction is increasing rapidly in response to this demand.

“Right now, in America, there are 3,000 hotels actively being built before our eyes, and it’s really because of this

vacationing boom,” says Kallenbach. An influx of hotels translates into new chances to process hospitality products. But keep in mind that many hotels are upgrading linens in response to customers’ quality expectations, and the baseline for room linens, which was once T130 or T180, is now T200 and can go even higher.

Not too excited to dip your toes into the hospitality end of the pool? Kallenbach says there may be another way to capitalize on changes in the segment.

“If you are inclined not to rent hotel and motel sheets, don’t slight yourself. You still should be looking in that market for the sweet spots of F&B.” Specifically, look at the trend for hotels and restaurants to “co-brand”—think of a Starbucks within a Hilton, for example. Some restaurants may not be owned by the hotel they’re in, providing an opportunity for laundries to see what services they can provide.

In terms of toweling, be aware that there are four or five core dobby toweling products in that space that are favored by mid-tier and economic-tier hotels, according to Kallenbach, and they represent another opportunity for laundries. Microfiber has also found its way into the hospitality space, especially as it relates to restroom and room cleaning.

F&B SWEET SPOTS

The aforementioned domestic vacation boom will have big benefits in terms of the growth of the F&B segment, and Kallenbach says that according to the National Restaurant Association, dining out is becoming the norm for Americans. Hotel-hosted F&B has seen a growth of 40%, due in part to the co-branding between dining establishments and hotels.

Kallenbach says that converting paper products to linen in the F&B space represents a major “sweet spot,” since linen can be rented for about the same price as the cost of supplying paper napkins, and with much less of an environmental impact.

“It’s a great market for us to be chasing,” he adds.

(Image licensed by Ingram Publishing)

Again, microfiber makes an appearance on the list of sweet spots, especially in terms of bar mops. Microfiber lasts longer, stays white, and tolerates bleach well, in addition to being a solution to the volatility of cotton, Kallenbach says.

“In front of a customer, it’s a much better experience,” he says, adding that when cotton prices are high, “microfiber becomes much more of an opportunity.”

And if you’re willing to consider offering direct sale items, even more opportunity will open itself to you—if you’re open to it.

“And yet, I see a lot of our F&B operators don’t even do direct sales, because they think it might degrade their rental,” says Kallenbach. “It’s actually quite the opposite—it actually provides a cool solution for the customer because they’re already going somewhere else for this.”

If you’re already renting to an F&B establishment, that can give you the opportunity to make some direct sales, so you can “wedge yourself in,” he adds.

And don’t overlook how executive-chef egos can help you win business. Kallenbach says making an executive chef feel important with a custom product can pay off.

“Is it worth buying one person … a set of chef coats that might cost a little bit more money to get a $2,000 account? I think so.”

Some other products that have been getting attention in the F&B space are high-end table linens, such as the steakhouse napkin with a bistro stripe, which are now available in a variety of colors.

HEALTHCARE

PRODUCT DRIVERS

Customer service and perception of quality are causing major changes in the way laundries enter healthcare markets, says Kallenbach. Upgraded smocks and scrubs in a variety of designs and colors are becoming important in this segment, along with nurses’ warm-up jackets, lab coats for females, and upgraded linen. He adds that more front-end workers are opting for scrubs and uniforms.

“It’s a huge opportunity because they’re looking to ‘image’ their organizations,” he comments.

Other changes involve the move toward non- and sub-acute care, which are growing as they help decrease hospital stays and contain healthcare costs.

“What you’re seeing in acute care, in hospital care, is that they want to get [patients] out of the hospital, and if you have a recovery time, you want to do that in an assisted-living rehabilitative center.”

Long-term care, too, is growing as Americans grow older and live longer, and laundries should stay abreast of the opportunities this provides them.

And it should come as no surprise that just as in other segments, microfiber products are sought in healthcare environments.

“And again, if you’re not in healthcare and you’re just in industrial or any other segment, this is an area to enter the market in,” Kallenbach says. “Everybody’s talking about it—they’re all looking for solutions.”

TAPPING INTO COMING TRENDS

Kallenbach stresses the importance of microfiber for the future of all segments, saying that the consumer is “ready to respond” to products made from this material.

Antimicrobial technology is coming along, too, and while

Kallenbach describes it as “not quite ready yet,” he says it will be an important technology for the laundry industry.

The use of radio-frequency identification (RFID) is increasing, in products like sheeting and tabletops. And watch for the changes that Generation Y will bring. They’ll be more involved in purchasing, Kallenbach says, and they’re much more attuned to trendy colors and styles.

“Once a fad becomes a trend, that’s when it starts impacting us,” he adds.

It would be wise to invest in

e-marketing solutions, if you haven’t already. Having a digital presence in the area of social media is increasingly important.

More savvy consumers mean that laundries will have to be sure they’re offering the best value possible to stay competitive.

“So if you’re coming to the table with just rental as opposed to rental and the direct sale opportunities, I think that folks that come with full programs are going to enjoy more of the market going forward.”

Another change that’s here to stay: sustainability. Now’s the time to get green, Kallenbach says, as

consumer interest in this area has not waned and likely will not in the future. “Clean green is a big thing, and your sustainability story is a big thing,” he says.

No matter where you see the most potential, be sure to chase new business with a positive outlook, and don’t fall prey to the “victim” attitude when it comes to the state of the economy.

“You really do make your own economy,” Kallenbach says. ALN

Theresa Boehl is a freelance writer and former editor of American Laundry News

UKIAH, Calif. — In the hospitality business, many owners see only two worlds to spend money: the front of the house—amenities and features that attract and cater to guests—and that other land known as the back of the house.

Most owners place these worlds in different galaxies.

Raakesh Patel is not most owners. His property strikes a true balance between the two worlds.

Indeed, Patel sees things differently, and the primary color he is focused

on is green, says laundry equipment distributor Laundrylux. It’s his passion to show others how eco-friendly lodging makes both sense and cents.

“Green is not just a fad or a marketing theme,” Patel says.

There are more than 7,600 properties under the Wyndham Hotels umbrella. In 2012, Patel’s Super 8 here stood out from the group, garnering the prestigious Wyndham Green Award.

The award is presented to owners whose properties have made a concerted effort to engage in practices that contribute to the betterment of the planet and offer guests a green environment.

Patel’s 54-room property brings features such as energy-efficient lighting, room systems managed by occupancy sensors, and a recycling program that cut his waste bills in half. He even installed charging stations for electric vehicles, a move he says raised a few eyebrows.

The property’s commitment is evidenced by certifications and ratings from California Green Lodging, the Green Business Bureau, Green Key Certifications and TripAdvisor’s Green Leader program.

Super 8 also recognized Patel’s effort by presenting him with the Spirit of Super 8 award. “It’s an amazing feeling … I feel so honored,” he says. But those awards weren’t the culmination of his work; they were just the beginning.

LAUNDRY GETS GREEN

In that land known as the back of the house, the laundry neighborhood ranks as a necessary evil. Hoteliers often see it as a cost center, only drawing attention when equipment breaks down and loads are stalled.

“One of the most major expenses in a hotel is a laundry,” Patel says. So, naturally, where other owners see a drain on resources, Patel saw opportunity and one that he could make a major impact on with a green focus. “But it has to be done right,” he adds of making sure to perform research in advance of rolling new equipment and systems in.

At the time, his dated hardmount equipment was giving him headaches, he says. An expensive bearing replacement and having to re-pour the unit’s concrete pad

WYNDHAM GREEN

Raakesh Patel poses in the laundry room at his Super 8 property in Ukiah, Calif. (Photos: Laundrylux)

had him wondering about a better solution.

A conversation with his distributor Viking Service about new Electrolux washers and a PLUS system that eliminated large upfront capital expenditures got him thinking.

“I was wondering, how much more can I really save with new equipment,” he says of his skepticism of bringing in new Electrolux Professional washers, and just how utilizing the PLUS pay-per-use system would make good fiscal sense.

Then he started running the numbers on his costs for six to seven loads a day (more in the summer) and he was intrigued. With PLUS—Professional Laundry Utility Service—Patel simply uses the equipment as needed and pays only for that usage; there is no linen rental or laundry contract. PLUS laundering becomes a utility service, just like water, gas and electricity. Like any utility, one pays for PLUS only when it’s used, with no long-term obligation.

With all parts and service included and backed by a lifetime warranty, he was sold. That’s capital that could be better allocated in other areas of the business.

In addition, PLUS systems provide Electrolux Professional laundry equipment that is designed for exceptional results, increased productivity, and low water and energy usage.

DEEPER SHADE

Many owners might be satisfied with a move to soft-mount washers boasting high-G-force extraction (450 G-force), which cuts drying time significantly from high-speed hard-mounts.

When he learned of the Smart Dosing system that automatically ensures the proper amount of laundry chemicals are added to match the load size, Patel made sure his Ecolab chemicals were being managed by this technology.

Add a unique Automatic Water Savings system, which adds exactly the correct amount of water to the load size, and loads are processed with the ultimate in precision.

Patel also appreciates the fact that his hotel is partnered with a company equally committed to the environment. Electrolux has been recognized by CDP as a climate performance leader, was selected for the Global Compact 100, and is a member of the Dow Jones Sustainability World Index.

RESULTS ARE IN

Patel sees the technology he’s employed in his laundry as the perfect recipe to deliver green results and much more.

“I have a system that accurately and efficiently adds up to great savings in dollars and, very importantly, for a low impact on the environment,” he says, adding that savings are reflected in lower gas, electric, water and sewer costs, and help reinforce the ENERGY STAR rating for his property.

Patel estimates his laundry sav-

ings total 20-25%. But the benefits are reaching much more than his utility bills. Faster cycle times in the laundry have given housekeeping staff additional time to take on other projects in the front of the house—keeping with Patel’s focus on providing the highest quality lodging experience for his guests.

Guest surveys show the fruits of his labors, Patel says, as the property consistently receives high marks and rave reviews online. And the laundry is a key component. Gone are the survey comments from the past mentioning rough towels that felt “like sandpaper.” Now he reads

comment after comment about how soft and fresh his linens and towels are, he says.

SPREADING THE WORD

Patel isn’t keeping his green initiatives a secret. As a member of the Wyndham Green Advisory Board and Super 8 Franchise Advisory Board, among other lodging associations, he is eager to share all he’s learned.

“We have to think and act together,” Patel says. “I want my fellow lodging members to follow my lead; so I spread the word … by going green, save green.” ALN www.chidry.com

In 2012, Patel’s 54-room Super 8 stood out among the more than 7,600 properties under the Wyndham Hotels umbrella, garnering the prestigious Wyndham Green Award.

Laundry Plus doubles up tunnels to deliver the goods

By Haley Jorgensen

BRADENTON, Fla. — Two are better than one. Craving additional capacity and production, Laundry Plus recently moved to a new state-of-the-art industrial laundry plant—and to keep pace with booming sales added a second Girbau Industrial (GI) TBS-50 Continuous Batch Tunnel Washing System.

The twin tunnels—capable of processing up to 70,000 pounds of laundry in an 11-hour day— opened the door to new business, dropped water usage to 0.6 gallons of water per laundry pound, and more than doubled production, officials say.

Each system features a 12-module TBS-50 washer, SPR-50 Water Extraction Press and associated conveyor and shuttle systems. These systems share 10 inline ST-100 Dryers (250 pounds of capacity each). All system components are controlled from a central station where customer goods are color-coded and tracked throughout the washing, extraction and drying process.

“We didn’t expect to grow so much so soon,” says owner Rick

Rone, who installed the first GI tunnel system just four years ago. Even though that system added 30,000 pounds of laundry capacity per 10-hour shift, Rone quickly found himself at a production threshold. Business boomed as Rone took on new accounts.

Laundry Plus—focused on delivering a quality product and excellent customer care—promises a 24-hour turnaround on customer-owned goods (COG), and Rone believes it’s this commitment that sets his laundry business apart.

“We were running the first tunnel 24/7 and couldn’t take on any more laundry,” he says.

ORCHESTRATING THE MOVE

It wasn’t easy to orchestrate the laundry’s move into a new plant. Nonetheless, Laundry Plus production and service never ceased. The first phase of the move maintained production at the old plant while the new GI tunnel system and ironing lines were installed and tested at the new plant. Once those systems were operational and programmed to meet the needs of every client, laundry production at the old plant halted and

the new plant took over. The final phase involved moving existing equipment from the old location to the new one.

A huge undertaking, this involved relocating, installing and testing a GI tunnel system, Continental open-pocket washers, three ironing lines and more. Production using the existing equipment kicked in once it was fully operational. The resulting gains in productivity and efficiency have positioned Laundry Plus for new business and much more.

NEW PLANT, EQUIPMENT FULFILL MULTIPLE GOALS

By adding a second GI tunnel system and moving equipment from two buildings into one, Rone enjoys streamlined production. The new plant—with its arsenal of high-performance equipment—opens the floodgates to new business, ensures backup in case of a mechanical failure, and allows Rone to launch a new linen rental program.

Happy with the productivity, efficiency and flexibility of his first GI tunnel system, Rone maintains the decision to invest in a second identical system was a no-brainer.

He likes the security they bring.

“No one else in our area has enough capacity to bail us out if we have a machine failure,” he says. “By running both tunnels 12-15 hours per day, we put ourselves in a position that if one of the tunnels or shuttles goes down, we can run the remaining tunnel 24 hours per day and control our own destiny.” This ensures Laundry Plus customers receive a 24-hour laundry turnaround—

no matter what.

And, by adding linen rental, Rone maintains he can better manage laundry production and further improve profitability.

Currently, Laundry Plus launders 100% COG.

“We’ve locked in on a linen rental program,” he says. “We are getting contracts put together, specifying packages and isolating customers to call on. We’ll bring in a minimum of 3.5 to 4 par level

Rick Rone (center) is the owner of Laundry Plus. Pictured with him (from left) are Julie Kemper, office manager, and Ariel Recchioni, vice president of operations. (Photos: Girbau Industrial)

“With linen rental we will have enough par level to launder our own inventory,” he continues. “That way, we can balance the production schedule and stabilize the use of our machinery.”

No matter the segment of business pursued, Laundry Plus processes it efficiently and quickly, using less labor, Rone says.

“Our goal hasn’t changed. Quality and service come first. We definitely know we could cut labor costs further, but every time you take human eyes away from your product, it creates another chance that something will slip through. Value is the operative word at Laundry Plus. We aren’t necessarily the cheapest, but we offer the most value of any industrial laundry out there.”

Nonetheless, Laundry Plus has drastically cut labor since 2010, when it dropped from five employees on the conventional wash line to just one on the first tunnel system. Now, with two tunnels, Laundry Plus uses two employees to load the tunnel conveyor and enter customer programs. From there, laundry automatically passes through each of the 12 tunnel modules, into the press and dryers.

AUTOMATION IN IRONING

Similarly, bolstered ironing and folding lines amp productivity and quality, using less labor.

ALN_Tab_half

GI ironing lines were added in 2011 and 2014. They feature GI PC-120 two-roll ironers (130- and 138-inch widths), DRF Feeders and FL-King Folders with dual stackers. They complement two existing lines—featuring a Chicago® ironer and folder, and a

two-roll Jensen ironer. “We have a total of four ironing lines and use the GI lines as our two primary lines because they produce the best quality,” says Rone.

Each line has the same customer programs in case one requires

See

on Page 28

For over 50 years U.N.X. INCORPORATED has been involved in the development of products that not only solve quality problems that exist at the moment, but also provide long term benefits to the customer and the environment in which we live.

For over 50 years U.N.X. INCORPORATED has been involved in the development of products that not only solve quality problems that exist at the moment, but also provide long term benefits to the customer and the environment in which we live.

For over 50 years U.N.X. INCORPORATED has been involved in the development of products that not only solve quality problems that exist at the moment, but also provide long term benefits to the customer and the environment in which we live.

U.N.X. was built on the foundation of improving the industry in which we participate. U.N.X. prides itself on being an industry leader with state-of-the-art products and dispensing equipment, and our plans for the future are extraordinary.

U.N.X. was built on the foundation of improving the industry in which we participate. U.N.X. prides itself on being an industry leader with state-of-the-art products and dispensing equipment, and our plans for the future are extraordinary.

With a Research and Development team second to none, U.N.X. is in a position to provide the industry with the most technologically advanced products and dispensers as possible.

With a Research and Development team second to none, U.N.X. is in a position to provide the industry with the most technologically advanced products and dispensers as possible.

U.N.X. was built on the foundation of improving the industry in which we participate. U.N.X. prides itself on being an industry leader with state-of-the-art products and dispensing equipment, and our plans for the future are extraordinary. With a Research and Development team second to none, U.N.X. is in a position to provide the industry with the most technologically advanced products and dispensers as possible.

U.N.X. INCORPORATED

U.N.X. INCORPORATED

Greenville,NC27858

707EArlingtonBlvd Greenville,NC27858 (252)756 8616 www.unxinc.com

8616 www.unxinc.com

One attendant loads the tunnel conveyor, which automatically moves goods into the tunnel washer.

Once goods travel through all 12 modules of the tunnel washer, they are pressed into small cakes and automatically loaded into corresponding ST-100 Dryers.

Five of the ST-100 Dryers offer optional vacuum loading for use with the conventional, openpocket washers. To use the vacuum-loading feature, they are put into manual mode once the tunnels are shut down for the day.

TUNNELS

routine maintenance and shutdown. The GI lines are most productive, according to Rone. “Without pre-sorting, we process 600 pieces per hour. If we presort, we can go to 800-900 pieces per hour, or 1,100 for twins and 850 for kings.” One of the benefits of linen rental will be the ability to pre-sort laundry for quicker ironing and folding, according to

Rone. “It allows us to get higher productivity out of the machinery,” he says. Four employees operate the GI ironing lines: three feed and one catches.

OPEN POCKETS KEY FOR FOOD AND BEVERAGE

Because Laundry Plus caters to the hospitality COG market, it also handles an influx of food and beverage laundry.

“Our mix of conventional open-pocket washers take on a lot of food and beverage, as well as accounts that are smaller than our business model,” says Rone. “We run laundry through the open

pockets and use a little more water per pound, but we are heating up a smaller machine to 160 degrees.”

A lineup of Continental Girbau E-Series Washers in 20- to 255pound capacities is used to process these smaller-volume accounts. Rone chose them for their softmount design and high-speed extract, which reaches 387 G-force. Half of the laundry’s open-pocket washers were relocated to the new plant. The others were added later. The soft-mount design simplified the transfer since no bolts or grout are required for installation. And, because the washers generate highspeed extract, they remove more

water per load and cut resulting dry time.

INDIVIDUALLY PROGRAMMABLE

“We will run food and beverage laundry through a tunnel once we have enough volume,” says Rone. “The modules on the tunnels are very flexible. To handle food and beverage, we can easily heat up the water to 160 degrees and increase transfer times between modules to four minutes.” Currently, they are set for two-minute transfers. The beauty of the GI tunnel system is its flexibility, according to Rone. It is programmed from

a central control, which allows for 99 general programs. Moreover, each of the 12 modules is programmable for water temperature and levels, bath partitions, rapid draining, chemical injection, closing parameters and more. This ensures that customer goods— which vary in thickness, quality and thread count—are properly cleaned.

Once goods move through the tunnels and are pressed into cakes, they are automatically loaded into one of the 10 ST-100 Dryers. Sheets are quickly conditioned and put through the ironing line, while other goods are fully dried and run through the folding line. The dryers feature an infrared temperature sensor that automatically puts them into cool-down mode once goods reach their optimum temperature and are properly dried. This prevents over-drying and fabric damage, according to Rone.

VACUUM LOADING

The newest ST-100 Dryers feature optional vacuum loading, which is particularly helpful once the tunnels are shut down for the day. Then, those five dryers are used to dry F&B items that come out of the plant’s large Continental open-pocket washers.

“We start the tunnels at 3:30 in the morning and they are shut down around 3:30 p.m.,” says Rone. “So the dryers on those lines are still available for us. You put the dryers into manual mode, unload laundry from the tilt washer into a cart, and feed the dryers through the vacuum tubes.”

It’s a quicker, easier way to load a big dryer. “If anything happened to the shuttles, presses or tunnels, we still wouldn’t lose those five dryers. They can be put into manual mode and utilized,” Rone explains.

STREAMLINED & EFFICIENT

Finding ways, such as this, to utilize equipment and gain efficiencies is critical, according to Rone. Making even small adjustments can improve profits, cut utilities, shave labor hours and streamline productivity. Since moving from the old plant, Laundry Plus has successfully made “huge” efficiency gains.

“We knew there were tremendous efficiencies to be gained from a well-planned plant,” he says.

Terry comes out of the dryer closer to the automatic towel folders; flat goods come out of the tunnels and dryers closer to the ironing lines; workstations are ergonomically designed; and transportation within the plant is minimized.

Laundry Plus measures these efficiencies by pounds of laundry per operator hour (PPOH). Since moving to the new plant and installing its second tunnel, another ironing line and more open-pocket washers, Laundry Plus has boosted PPOH by 15-18%, according to Rone.

measure

continued from Page 4

clear, easy-to-understand representation of how they are doing.

The advantage of real-time systems is that production is automatically captured off the machine; there is no data entry required. Supervisors can review productivity in real time and make adjustments as needed. Labor is the largest single cost a manager must control, and being able to accurately measure how effectively it is being used is the basis for improved production.

In my first chapter (Welcome to the laundry!, March), I discussed being on the lookout for the unintended con-

sequences of changes we make in the laundry. Having real-time productivity data would help a manager identify some of those created by changes in the type of textiles purchased or in wash formulas.

Next month, I plan to discuss other key items that should be tracked regularly. ALN

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.

ARCO/Murray completes build-out for Arrow Linen Supply

Facility to serve local hospitality and linen market

GARDEN CITY, N.Y. — Design and construction firm ARCO/Murray recently completed a 72,000-square-foot build-out for Arrow Linen Supply Co. The facility will serve the local hospitality and linen market.

ARCO/Murray described its scope of work as a “turnkey design/build solution for a fully functional hospitality laundry build-out.”

This included architecture, engineering services, permitting and construction, including the process mechanical systems throughout the building to support the production equipment, ARCO/Murray says.

A contractor appointed by Arrow Linen Supply raised the building’s roof to obtain

the clear height needed for a monorail system.

“This was necessary due to the limited real estate options in the Long Island area and proved to be financially feasible,” ARCO/Murray explains.

Direct Machinery distributed equipment to the site, and Milnor washing and drying systems were installed with an E-Tech rail/ sorting system. Cleaver-Brooks provided 200-HP boilers and two-stage stack economizers. A Kemco process water system is on-site, as well as a Kannegiesser garment sort system on an elevated mezzanine.

ARCO/Murray’s Elliot Mata served as project executive. ALN

(Left) Milnor washing and drying systems were installed with an E-Tech rail/sorting system. Direct Machinery distributed equipment to the project site.

(Above, clockwise) The Kemco process water system; two 200-HP boilers from CleaverBrooks; and an overview of a portion of the Arrow Linen Supply production area.

( Photos: ARCO/Murray)

Money in, money out: Understanding tax rules that apply when making business investments, withdrawals

by mARk e bAtteRsby

Putting money into the laundry and linen business, or taking money from the business, is not something to be tackled by amateurs. Admittedly, a surprising number of laundry operators depend on themselves when it comes to financing their businesses. Thanks to our complex tax rules, however, getting money invested out of the business can be expensive.

Quite simply, money invested in the business can be withdrawn with a tax bill on any profits from the sale of that capital investment. A loan made by an operator to his or her business can, on the other hand, be repaid tax-free, but only if the ever-vigilant Internal Revenue Service accepts it as a bona fide arm’s-length transaction.

On a similar note, it can also be expensive for any owner, partner or officer who attempts to take money from their laundry business. Once again, there is the risk the IRS might view the movement

of funds from the business to the owner, partner, officer or shareholder as a taxable event.

IMPUTED INTEREST

It should be increasingly obvious that something as apparently simple as taking money from a business or even putting funds into the business can be painfully expensive under our tax rules.

Those tax rules are quite clear: Only bona fide loans and contributed/invested funds qualify for any sort of tax break.

When either lending to, or borrowing from, the business, every operator should keep in mind that in order to count in the eyes of the IRS, any transaction must be a legitimate, interest-bearing loan.

Under our tax rules, an owner, partner or shareholder borrowing from his or her business can face a hefty tax bill should the IRS view the transaction as a dividend payout rather than a loan.

All too often, it is below-market interest rates or the lack of evidence of an arm’s-length trans-

action that draws the attention of an IRS examiner. The IRS is particularly interested in gift loans; corporation-shareholder loans; compensation loans, between employer and employee or loans between independent contractor and client; and any below-market interest loan in which the interest arrangement has significant effect on either the lender’s or borrower’s tax liability.

Should the IRS re-characterize or re-label a transaction, the result is an interest expense deduction when none was previously claimed by the borrower and the addition of unexpected taxable interest income for the lender. The lender’s higher tax bills, which can date back several years, are usually accompanied by penalties and interest on the underpaid amounts.

ALWAYS A BORROWER BE

For many textile service businesses, borrowing means a loan from the owner or shareholder. In some cases, it is the owner or

shareholder who borrows funds from the laundry operation. Loans and advances between these socalled “related parties” are quite common in closely held businesses. Corporate loans to shareholders are probably the most commonly seen by IRS auditors, with advances from shareholders to the incorporated business running a close second, particularly in the early years of closely held but thinly capitalized corporations.

The IRS’ interest in these transactions stems from the tremendous potential for tax avoidance, inadvertent or intentional. When an incorporated laundry or linen business makes an interest-free (or low-interest) loan to its shareholder, in the eyes of the IRS, the shareholder is deemed to have received a non-deductible dividend equal to the amount of the foregone interest. The incorporated laundry business is, at the same time, deemed to have received a like amount of interest income.

Fortunately, there is a $10,000 de minimis exception for com-

pensation-related and corporate/ shareholder loans, at least those transactions that do not have tax avoidance as one of the principal purposes.

Although this transfer of taxable income between entities may appear to be offsetting, there can be a significant tax impact on the reallocation, depending on the relative tax benefits to the borrower and to the lender and the deductibility of the expense deemed paid.

DOWNSIDE: STOCK OR LOAN

When IRS examiners review loans from shareholders and the common stock accounts of a laundry business, they often encounter what can only be called “thin capitalization.” Thin capitalization occurs when there is little or no common stock and there is a large loan from the shareholder. A special section of the tax law, Section 385, Treatment of certain interests in corporations as stock or indebtedness, governs whether a loan is one made to an incorporated business or treated as debt.

IRS’ objective when it encounters thin capitalization is to convert a portion, if not all, of the loans made by the shareholders into capital stock in the business. Naturally, this conversion requires an adjustment to the interest expense account, because, at this point, the loans are considered nonexistent. The interest paid by the incorporated business on these disallowed loans becomes a dividend paid to the shareholder in an amount equal to the operation’s earnings and profits.

LOANS GONE BAD

Under our tax laws, a businessbad-debt deduction is not available to shareholders who have advanced money to a corporation where those advances were labeled as contributions to capital. However, a business owner or shareholder who incurs a loss arising from his guaranty of a loan is entitled to deduct that loss—but only where the guaranty arose out of his trade or business or in a transaction entered into for profit. If the guaranty relates to a trade or business, the resulting loss is an ordinary loss for a business bad debt.

SALE-LEASEBACKS

When attempting to take funds from the business, one option involves taking tax benefits

instead, especially where the business might profit from an infusion of badly needed cash. If the business is in need of an infusion of cash and the owner is reluctant to invest additional money, an answer may lie with the tax benefits. Are the operation’s tax benefits being wasted because of low or nonexistent profits?

A one-transaction-cures-all, allpurpose solution involves the saleleaseback of the textile service business’ assets. Generally, the business sells its assets, the building that houses the operation, the machinery and equipment used, and its furniture, fixtures, or other property it owns. The buyer of those assets, usually using borrowed funds, is often the operation’s owner, partner or shareholder.

When the owner or shareholders in a laundry business own the operation’s assets, the business makes fully tax-deductible lease payments for the right to use those assets in its operation. The business is exchanging depreciable equipment or its building for badly needed capital and immediate deductions for the lease payments it is now required to make.

The new owner of that building or equipment, whether the business’ owner, shareholder or, perhaps, a trust established for the benefit of the owner’s children, will receive periodic lease payments. With one transaction, the operation has found a way to get money from the business, without the double-tax bite imposed on dividends, and a tax write-off

as the owner of the property or equipment. Even more importantly, the business receives an infusion of much-needed cash.

Unfortunately, under our tax laws, specifically Section 469, which deals with passive activities and losses, income from rental real estate is generally considered “passive activity” income, regardless of the owner or operator’s level of management involvement. The tax rules clearly state that a taxpayer can use losses from a passive activity only to offset passive activity income. In other words, passive losses cannot shelter other income, including profits, salaries, wages or portfolio income such as interest, dividend or annuity income.

A loophole built into the rules states that rental realty income is not passive activity income if the property is rented for use in a trade or business in which the taxpayer materially participates. This rule prevents taxpayers with passive activity losses from artificially creating passive activity income to absorb the losses.

COST OF SELF-FINANCING

With conventional financing still difficult to obtain, it is little wonder that self-financing remains a popular form of financing for small-business owners. It’s quick, doesn’t require a lot of paperwork, and is often less expensive than

conventional financing.

Unfortunately, when investing in their businesses, many operators overlook the cost of selffinancing. The cost everyone using his or her funds should consider is the so-called “lost opportunity” cost—the amount that could have, or might have, been earned had those funds remained in savings or been invested elsewhere.

However, in the current topsyturvy economic climate, doing it yourself or keeping financing within the family frequently produces the fastest and best results. Unfortunately, our tax laws create obstacles that must be overcome to avoid penalties and corresponding higher tax bills.

Navigating complex tax rules obviously requires professional guidance, especially for any laundry owner wishing to avoid paybacks and those dreaded “accuracy-related” penalties down the road. ALN

Information in this article is provided for educational and reference purposes only. It is not intended to provide specific advice or individual recommendations. Consult an attorney or tax adviser for advice regarding your particular situation.

Mark E. Battersby is a freelance writer who specializes in finance and tax topics.

Voss Laundry Solutions, Inc. 300 Great Hill Road Naugatuck CT 06770 - USA

Toll Free: 1 800 255 2515 Tel: 203 723 1122 Fax: 203 729 4977 Email: b.burmann@vosslaundrysolutions.com

(Image licensed by Ingram Publishing)

Tingue, Brown promotes Acton to VP

SADDLE BROOK, N.J. — After nearly 10 years of work with Tingue, Brown & Co., Ty Acton has been promoted from national sales manager to vice president. CEO David Tingue cites Acton’s overall performance and leadership skills as the main reasons for his promotion.

“Ty raised the bar for what is considered excellence, and his role is expanding accordingly with the results he’s driven,” says Tingue. “He’s established a supportive culture that drives everyone to excel individually but also to work together as a team, and that approach has been inspirational throughout the organization.”

Acton’s main focus as vice president will be heading global sales efforts for the company and the Talley Machinery laundry parts and equipment division.

Laundry Systems of Tennessee promotes Cloonan

SEVIERVILLE, Tenn. — Sean Cloonan, previously a service technician for Laundry Systems of Tennessee, has been promoted to service manager. He has been with

Track Career

the company since 2012.

“Sean is an extremely hard worker who gives his utmost to help out customers in need of technical service,” says Jeff Large, owner of Laundry Systems of Tennessee. “He’s smart, a good leader and easy to work with.”

In his new role, Cloonan manages a team of service technicians, as well as parts inventory and distribution.

“As a service manager, my No. 1 goal is to help the customer,” says Cloonan. “When customers request service, our goal is to be at their location within 24 hours.”

Prior to his work with Laundry Systems of Tennessee, Cloonan owned and operated a local tire store.

Superior Linen hires Seliga as sales manager

TULSA, Okla. — Joining the Superior Linen Service regional sales team is A.J. Seliga, who will be a territory sales manager for the company’s Eastern Division.

With this new position, he will focus on building relationships

with new and existing customers.

“With the addition of a gogetter like A.J., Superior Linen Service is excited to continue broadening our reach while serving the needs of our customers,” says Therese Hood, director of Territory Sales. “A.J. will be a tremendous leader and asset for our Eastern Division team.”

Seliga comments: “I appreciate the willingness that the staff has demonstrated toward teaching me and helping me understand the importance of each aspect of the company so far.”

Yankee Equipment promotes Limoncelli to COO

BARRINGTON, N.H. — Peter Limoncelli has been appointed chief operating officer of Yankee Equipment Systems.

Limoncelli’s 22-year career includes positions in field sales and sales management, as well as executive roles. He is also an owner of the company.

“Peter’s passion for the industry and drive to form long-term relationships with our customers has resulted in steady growth of product offerings and revenue

over the last several years,” says Ted Ristaino, Yankee president.

ARCO/Murray welcomes project managers, designer

DOWNERS GROVE, Ill. —

Two project managers and a CAD designer recently added to the staff at ARCO/Murray are contributing to its growth, the company says.

Brian Maloy, a project manager, has been with the company since 2013. He is transitioning to the Laundry Division, bringing with him knowledge of medical tenant improvements and distribution centers. He graduated from the University of Notre Dame with a bachelor’s in civil engineering and a master’s in finance.

Rick Guth was a project engineer with JE Dunn in Nashville, Tenn., where he gained on-site, estimating, and operations experience with an emphasis on hospital expansions and renovations. He graduated from Purdue University with a bachelor’s in building

construction management.

New CAD designer Zak Bednarski has seven years of experience, previously working in mechanical design and developing 3D models. He gained this knowledge at ITT Technical Institute, where he earned a bachelor’s in construction management.

Cintas appoints Hansen company VP, CFO

CINCINNATI — The Cintas Board of Directors has appointed J. Michael Hansen as vice president and chief financial officer of the company. He reports to CEO Scott D. Farmer and has responsibility for the company’s financial operations.

Hansen has been with Cintas since 1995, beginning in the financial department. Since 2010, he has served as vice president and treasurer, where he worked closely with retired CFO William C. Gale.

Prior to his work with Cintas, Hansen worked at Ernst & Young and Rockwell International, and he graduated from Washington

Cloonan

Seliga

Limoncelli

Bednarski

Hansen

Guth

Maloy

Acton

University in St. Louis.

“Mike’s financial expertise and extensive knowledge of our business make him very well positioned to be chief financial officer,” says Farmer. “I have every confidence that Cintas will achieve additional success under his guidance and oversight.”

CG West names Sorensen vice president

SANTA FE SPRINGS, Calif. — Tod Sorensen, previously regional sales manager, has been appointed the new vice president of Continental Girbau West. This change in title will require a move from Neenah, Wis., to Southern California.

With 20 years of experience in the industry, Sorensen has worked in distribution, management, and on-premises, industrial, route and vended laundry development.

In the past, he’s worked with Schering-Plough Corp., Hughes Enterprises, Coin-O-Matic and Coinmach Corp.

“Tod has done an excellent job supporting our distribution network and customers,” says Joel Jorgensen, vice president of sales and customer services for Continental Girbau Inc. “Much of his experience is at the distributor level in route, on-premise and vended laundries, but Tod has also managed distributorships throughout the western U.S. He knows a good deal about the Southern California market and brings applicable management experience to his new position.”

Colmac promotes Phillips to office manager

COLVILLE, Wash. — Colmac Industries has promoted Kendra Phillips to office manager, the company reports. Phillips will focus on office administration as well as marketing activities.

Colmac says that Phillips has been with the company for four years, and that she “has become an integral part of the Colmac team.”

O’Donnell, Rodriguez, Agram join Diamond Chemical team

EAST RUTHERFORD, N.J.

— Diamond Chemical has hired Robert O’Donnell and Randy Rodriguez as technical representatives in the company’s Institutional Group, and has also added Jon Agram as field service technician.

O’Donnell has 13 years of experience in sales, service and sales management for warewash and on-premises laundries, Diamond says. He is also an accomplished chef, which gives him unique insight into the restaurant, banquet and catering businesses, the company adds.

Rodriguez possesses many years of electrical experience and knowledge and has a high

level of customer service capability, Diamond says. He also has experience maintaining and troubleshooting commercial dishwashers, hot water heaters and laundry machinery.

Agram brings more than 15 years of experience in the sales and service of electronic devices to Diamond. He has a bachelor’s degree in electronics systems technology with a specialization in electronics management, and served in the U.S. Navy as a maintenance and electronics technician, according to the company.

AmeriPride promotes Wyatt, Rotman

MINNEAPOLIS — AmeriPride Services has promoted Wiz Wyatt and Dave Rotman to executive roles. Wyatt has been appointed vice president of strategic partnerships, while Rotman is now vice president of supply chain.

Wyatt has been with AmeriPride since 2006, with previous roles including vice president of sales and marketing and vice

president of supply chain. His new role will involve developing and maintaining “positive and mutually beneficial working relationships with industry, community and key vendor partners,” according to the company.

“Our ongoing success and growth will be directly supported by how well we develop and maintain our business relationships,” says Bill Evans, president and CEO of AmeriPride.

“In many respects, we will continue building on the efforts of the supply chain team over the past three years.”

Rotman joined the company in 2007 and most recently served as senior director of program management. In his role, he will support the improvement of AmeriPride’s supply chain systems and processes, the company reports.

MAY

Features: Buyer’s Guide This annual directory of manufacturers and unique suppliers is a laundry/linen manager’s go-to resource anytime they’re looking to buy.

Clean Show: First from the Floor The big news from the just-completed event.

Editorial Submission Deadline — March 15

JUNE

Feature: Clean Show Report An expanded look at the announcements, introductions and ideas presented at Clean ’15. Transportation: Delivery vehicles play an important role in getting clean linens to end-users. How can they also make operations more efficient?

Editorial Submission Deadline — April 15

JULY

Feature: Next Generation of Laundry/Linen Managers We explore the business approaches of tomorrow’s leaders, including their take on technology and innovation.

Product Showcase: Small-Capacity Dryers

Editorial Submission Deadline — May 15

AUGUST

Features: Trendy Textiles Learn the basics of textiles along with innovations that will influence the way various goods are processed.

Product Showcase: Linen Garment & Transport

Editorial Submission Deadline — June 15

...and much more!

Phillips

Wyatt Rotman

Sorensen

Agram

Rodriguez

O’Donnell

In Memoriam: Claude Legault, Gurtler Industries

MONTREAL — Claude Legault, manager of Gurtler Industries’ Canadian business unit, died Feb. 23 at the age of 61, the company reports.

Legault, who had been with Gurtler for more than nine years, was well respected in the Canadian large commercial and institutional laundry industry, Gurtler says.

“Claude was instrumental in successfully developing our Canadian business unit,” says Greg Gurtler, president of Gurtler Industries. “He was a knowledgeable professional and will be missed by all.”

Surviving Legault are his wife, Nicole, and sons, Nicolas and Guillaume.

Westex by Milliken, Cone Denim partner to provide flame-resistant apparel

SPARTANBURG, S.C. — Westex by Milliken and Cone Denim have entered into an exclusive partnership to provide innovative flame-resistant denim apparel fabrics, the companies report.

“Cone Denim has a strong reputation of quality and innovation as a long-standing denim brand,” says Mike Enright, vice president, Westex by Milliken. “Similarly, Milliken and Wextex by Milliken have a strong heritage of innovation providing industry-leading, customer-centric solutions. Our partnership with Cone Denim allows us

to create a superior line of flame-resistant denim fabric.”

Consumer insights revealed the “unmet need for guaranteed flame-resistant (FR) denim to provide the same comfort and style of everyday denim clothing.”

Foltex USA to formally launch equipment line

LEXINGTON, S.C. — Foltex USA, a manufacturer of industrial laundry equipment since 2013, will formally launch its equipment line at Clean 2015 in Atlanta this month, the company reports.

In addition to a specialty in drywork folders, Foltex USA also offers flatwork feeders and folders, robe folders, and a shop towel stacker that will premiere at Clean.

“Foltex set out to be a different kind of company—one that not only delivers simple and reliable equipment, but that also brings an authentic feeling of connection with its clients,” says company President Arnaud Henrard.

Laundry sales portal offers new membership rates

HOLLYWOOD, Fla. — Laundrydealer. com has launched new membership rates for commercial laundry dealers, the company announced. The website launched in 2013, giving equipment manufacturers and dealers the ability to list machines for sale, open house events, Laundromats for sale, and more.

“We offer a unique solution in assisting each company’s marketing efforts to help achieve the best possible results,” says Laundrydealer. com President Ilan Lewinger. ALN

Calendar

April

12-16 Textile Rental Services Association Production Management Institute (PMI) Atlanta, Ga. Info: 877-770-9274

15 Textile Rental Services Association Clean Show Kick-Off Tailgate Atlanta, Ga. Info: 877-770-9274

16-19 Clean 2015 World Educational Congress for Laundering and Drycleaning Atlanta, Ga. Info: 404-876-1988

22 Textile Rental Services Association Webinar: Hourly Employee Retention: Tips to Avoid Turnover Info: 877-770-9274

May

13-14 Textile Rental Services Association 4th Annual Safety Summit St. Louis, Mo. Info: 877-770-9274

18-22 Association for Linen Management American Laundry and Linen College Richmond, Ky. Info: 859-624-0177

20 Textile Rental Services Association Webinar: Emerging Technology/ Equipment Info: 877-770-9274

28 Association for Linen Management Webinar: Labor Relations 101 Info: 859-624-0177

June

18 Association for Linen Management Webinar: Spring Cleaning— Getting to the Nitty Gritty Info: 859-624-0177

July

16 Association for Linen Management Webinar: Infection Prevention on the Clean Side Info: 859-624-0177

August

9-13 Textile Rental Services Association Executive Management Institute College Park, Md. Info: 877-770-9274

13 Association for Linen Management Webinar: Managing Textile Replacement Costs Info: 859-624-0177

September

9-11 Textile Rental Services Association Annual Conference Isle of Palms, S.C. Info: 877-770-9274

17 Association for Linen Management Webinar: Avoiding Mistakes in OSHA Compliance Info: 859-624-0177

Legault

MATERIAL HANDLING / CONVEYORS

Gardner Machinery Corporation P.O. Box 33818, Charlotte, NC 28233 Ph.: (704)372-3890; Fax: (704)342-0758 www.gardnermachinery.com

PARTS & SUPPLIES

PARTS

PARTS

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

Pellerin Milnor Corp.

PRESSES – EXTRACTION

Pellerin Milnor Corp.

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

Company

POUNDS OR LESS

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

WASHER-EXTRACTOR

Pellerin Milnor Corp.

POUNDS OR MORE

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

INDEX OF ADVERTISERS

A.L. Wilson Chemical Co. www.alwilson.com 9

ADI American Dawn www.americandawn.com 5

American Dryer Corp. www.amdry.com 19

ARTA www.arta1.com 28

B&C Technologies www.bandctech.com 29

Chicago Dryer Co. www.chidry.com 25

Clean 2015 www.cleanshow.com 35

Consolidated International Corp. www.cicus.com 34

Consolidated Laundry Machinery www.clmco.com 15

Davis Packaging www.davispackaging.net 34

Direct Machinery Sales Corp. www.directmachinery.com 36

EAM Mosca www.eammosca.com 32

East Coast Water Systems www.eastcoastwatersystems.com 6

EDRO Corp. www.edrodynawash.com 8

Ellis Corporation www.elliscorp.com 24

G.A. Braun www.gabraun.com 21

Girbau Industrial www.girbauindustrial.com 7

The Griffin Group, Inc. www.thegriffingroup.cc 36

Hydro Systems www.hydrosystems.com 18 IES www.iesclean.com 22

IPSO

www.ipso.com 26

Jensen www.jensen-group.com 33

J.P. Equipment www.ineedjpequipment.com 36

Kannegiesser USA www.kannegiesser.com 23

Kemco Systems www.kemcosystems.com 32

LaundryCareers.com www.laundrycareers.com 36

Lavatec Laundry Technology www.lavatec-laundry.com 40

Maytag www.maytagcommerciallaundry.com 13

MOD www.modlaundry.com 11

Norchem Corp. www.norchemcorp.com 16

Parker Boiler www.parkerboiler.com 20

Pellerin Milnor www.milnor.com 3

Royal Basket Trucks www.royal-basket.com 12

Superior Uniform Group www.fashionsealhealthcare.com 30

Stanco Industries www.stancoind.com 36

U.N.X. Inc. www.unxinc.com 27

Venus Group www.venusgroup.com 17

Voss Laundry Solutions www.vosslaundrysolutions.com 31

Washing Systems, Inc. www.washingsystems.com 14

Yamamoto www.yamamotolaundry.com 10