American Laundry News - July 2017

Prestige sells assets in federal bankruptcy court auction

NEW YORK — Prestige Industries LLC, a provider of commercial laundry services to the hospitality industry in the area, has sold its assets to an affiliate of Sunrise Capital Partners, reports SSG Capital Advisors LLC, the company’s investment banker.

Sunrise is a New Yorkbased private equity group actively focused on investments in small- and medium-sized businesses in the technology, healthcare and business services industries.

The sale took place through a Chapter 11 Section 363 process in the U.S. Bankruptcy Court for the District of Delaware. The transaction closed in May.

Prestige, which is headquartered in North Bergen, N.J., operates two laundry facilities and provides a full suite of laundry services to a wide-ranging customer base. SSG says the company filed for bankruptcy protection in January.

According to SSG, higher than expected costs and completion delays from the construction of a greenfield facility, coupled with certain operational difficulties, suppressed Prestige’s profitability for several years. The result was an unsustainable capital structure. ALN

Clean ’17 hits the jackpot in Las Vegas

BY MATT POE, EDITOR

LAS VEGAS — The Clean Show returned to Las Vegas … and the laundry and linen service industry hit the jackpot.

The nonstop energy and glamour of the host city transferred to the show floor at the Las Vegas Convention Center, June 5-8.

Both attendees and exhibitors expressed positive results during the 40th year of what is formally known as the World Educational Congress for Laundering and Drycleaning.

“I think everyone who’s been on the show floor will tell you it is amazing,” says Mary Scalco, Clean 2017 chairman and CEO of the Drycleaning and Laundry Institute (DLI). “There is quite the excitement on the floor.

“We sold out (our exhibit space), and we are more than thrilled with the quality of vendors and how the show floor looks. Every year, I’m more and more impressed with how the show floor looks.”

The exhibit space sellout included 481 vendors across all textile care segments. Exhibitors covered 227,006 square feet of space in the

Convention Center.

According to show management company Riddle & Associates, Clean ’17 boasted the event’s larg-

Dust/lint control moves for ward

situation

buildup firsthand.

“I’ve seen an ironer burn up from lint and grease catching on fire years ago at a company I used to work for,” he says. “Needless to say, preventative maintenance became more of a priority afterward.”

BY MATT POE, EDITOR

CHICAGO — Michael Reilly, president of Clean Cycle Systems in Seguin, Texas, got into the laundry and linen service industry about 30 years ago.

Reilly’s company manufactures lint collection and exhaust air systems for all types of laundries. Back then, he called on many laundry plants, and he didn’t see a lot in the way of dust and lint control.

“They would have lint collectors or lint filters on large dryers, big industrial commercial dryers,” he says. “That was common, but that would be the extent of it.”

Secondary lint collectors and fans to optimize airflow weren’t normal

features. And smaller on-premises laundries (OPL) didn’t have systems in place to deal with lint.

areas in a laundry where Reilly sees dust and lint buildup include dryers, ironer lines (feeder-ironersheet folder), small-piece folders and garment rail systems.

This buildup creates a dangerous situation.

“The lint builds up in the dryer duct, and it slows the performance, there’s more resistance in the dryer, and it’s a fire risk,” says Reilly. “It can overheat the dryer, and, obviously, lint will combust very easily.”

“Lint in the dryer/finishing area of a laundry is generated from the drying process in a dryer, as well as lint created in handling linens when processed for use,” says Bryant Dunivan, vice president of sales and marketing for Energenics Corp. in Naples, Fla., which provides dust and lint solutions to the industry. “Typically, the lint that is visible comes from ironer/folder operation.”

The result? Dust and lint buildup in and on equipment, and up in the ceiling and rafters.

Besides up above, the common

Steve Marcq, director of business development for General Linen Service LLC, with corporate headquarters in Somersworth, N.H., and locations in the Northeast, has seen the results of dust/lint

The threat of fire and loss of efficiency is real when it comes to dust and lint in a laundry. Fortunately, the industry has embraced systems to help reduce this dangerous situation.

Reducing Lint Accumulation

In this issue’s OPL 101, learn what can be done to help reduce lint.

Automating Washers

When is it time to move from openpocket washers to a batch tunnel?

Panel of Experts

Discover tools and strategies to help with the endless “to-do” list.

The Newspaper of Record for Laundry & Linen Management

More laundries being proactive to curb dangerous

“THE LINT BUILDS UP IN THE DRYER DUCT, AND IT SLOWS THE PERFORMANCE ... AND IT’S A FIRE RISK.”

—MICHAEL REILLY, CLEAN CYCLE SYSTEMS

est booth space sales since the show was held in Las Vegas 10 years ago.

Mary Scalco, Clean 2017 chairman and CEO of Drycleaning and Laundry Institute (DLI), cuts the ribbon to open Clean ’17. (Photo: Nathan Frerichs)

Survey:

CHICAGO — In the laundry and linen business, customer service is one of the most important aspects.

And most laundry companies believe their customer service is above average, according to a recent Your Views survey conducted by American Laundry News

Of the managers who responded to the quarterly survey, 85% say his or her company’s customer service is either “above average” or “excellent.” Only 15% indicate that customer service at their operation was “average.” No one says their service is “below average” or “poor.”

More than 73% of respondents indicate their company has a system in place to measure customer/end-user satisfaction.

Nearly 25% of those who took the survey say the company doesn’t have a system in place, while 2.4% don’t know if their operation has a system.

When asked if the company contacts customers or end-users in regards to customer satisfaction, 54.1% of respondents indicate they rely on informal conversations, and 13.5% say they use written surveys. Almost 33% of managers who took the American Laundry News survey indicate the company uses both informal discussions and written surveys.

Besides tracking customer service satisfaction, 73.2% of respondents say their companies record and track complaints. Nearly 22% say they don’t track complaints, while 4.9% aren’t sure.

“There are no ridiculous service complaints,” writes a respondent. “All are a concern.”

The most common complaint, according to 28.2% of respondents, is dissatisfaction with the condition of laundered goods. That is followed by delivery issues, at 15.4%, and an order not containing the correct contents, at 12.8%.

The more minor complaints include “failure to deliver or package goods according to customer’s wishes” (7.7%) and both “reaction to increased cost of service” and “staff conduct” (each at 2.6%).

Some complaints, respondents indicate, are easy fixes—after a search of the customer’s facility.

“We were being accused of stealing blankets from another institution to use in our facility,” a respondent writes. “The only problem is, our blankets are blue and theirs are brown. After a search of their facility, [it was discovered] the blankets had been misplaced.”

Another respondent relates a time when a customer complained about scrubs not being delivered.

“Your company purchases the scrubs. We just wash them and send them back,” the survey taker writes. “I get a call back from customer, ‘Oh, the problem is solved. We found a room someone had been putting the soil bags of scrubs and did not tell anyone.’

“We asked, ‘How many are you sending?’ They replied, ‘Don’t know number of bags but there are three large carts of them.’”

Nearly 80% of those who took the survey indicate that their companies respond to customer complaints immediately, while almost 18% say they respond within 24 hours. A small fraction of respondents (2.6%) say they respond within a week.

There is an old adage that “the customer is always right.” That doesn’t mean that sometimes complaints can’t be head-scratchers, as some survey takers share.

“We

were too tan,” a respondent writes. “Really, it happened.”

Another writes, “That I had the audacity to make a call to collect on past-due bills. This customer was notorious for extending the payment time. I was very polite, but we do charge for our services. The customer actually quit using my services. I tried to reconcile with her, but she refused to return.”

One respondent writes that a customer complained they were receiving too much product.

“When asked to give me a revised order, they gave me one that was even larger,” the manager writes.

Finally, a survey taker writes, “I once had a customer complain of a blood stain on a pillowcase. The red marks were in the shape of a flower. It was a red floral print pillowcase.”

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. 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

Certification program adds administrator

ALEXANDRIA, Va. — TRSA, the association for the linen, uniform and facility services industry, has upgraded its inspection management protocol for Clean Green and Hygienically Clean certifications, the association reports. TRSA says it has also appointed an inspection program administrator and auditor to train and administer the inspection process and inspector training.

After considering several firms, Laundry Design Group LLC in Las Vegas was selected as inspection program administrator, according to TRSA. Bob Corfield, the firm’s CEO, has over 30 years of industry experience, including five performing inspections for Clean Green and Hygienically Clean. Corfield is a certified ISO QMS Lead Auditor with a HACCP designation. As chief inspector and program administrator, TRSA says he identifies, administers and trains the independent inspector team. ALN

Publisher

Charles Thompson

Phone: 312-361-1680

E-Mail: cthompson@ ATMags.com

Associate Publisher/ National Sales Director

Donald Feinstein

Phone: 312-361-1682

E-Mail: dfeinstein@ ATMags.com

Editorial Director

Bruce Beggs Phone: 312-361-1683

E-Mail: bbeggs@ ATMags.com

Editor

Matt Poe

Phone: 231-740-2842

E-Mail: mpoe@ ATMags.com

Production Manager Roger Napiwocki

Digital Media Director

Nathan Frerichs

Phone: 312-361-1681

E-Mail: nfrerichs@ ATMags.com

Advisory Board

Jim Buik • Richard Griffin

Greg Gurtler • Phil Hart

Janice Larson • Tom Marks Gerard O’Neill Richard Warren

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

Subscriptions

630-739-0900 x100 www.americanlaundrynews.com

American Laundry News (ISSN 1091-9201) is published monthly. Subscription prices, payment in advance: U.S. 1 year $46.00; 2 years $92.00. Foreign, 1 year $109.00; 2 years $218.00. Single copies: U.S. $9.00; Foreign $18.00. 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 43, number 7. 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, 2017. 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.

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Taking a ‘Clean’ breath

It’s been a week since Clean wrapped in Las Vegas, and I still feel like I’m catching my breath.

You probably know the feeling.

The show was well-attended, sold out to exhibitors, and busy most of the way through.

Now the real work of followup begins.

Still, I’ve been able to sit back and breathe, a little, and reflect on the show—how successful it was and how bright the future looks. The article about Clean ’17, starting on the cover, provides just a whisper of how the show went.

Besides the breath of fresh air that was Clean ’17, this issue also

The Editor’s Desk MATT POE

has articles to help clear the air in your laundry operations. From dust and lint, that is.

Also on the cover, you probably noticed the start of the dust/ lint control feature. In the piece,

industry experts share how control systems have improved in laundries, and how to handle problem areas.

This issue’s OPL 101 column (starting on page 10) has Bill Brooks of UniMac sharing how technology and processes can help OPLs also keep the air cleaner from lint accumulation.

There is one person who probably isn’t breathing easier after Clean here at American Trade Magazines: Donald Feinstein.

He’s done such a good job that he’s been promoted to associate publisher, which means he has more to do, now, in addition to his national sales manager duties.

But, if anyone can handle it, it’s Don. Congratulations! ALN

AmeriPride Services awards Steiner Family Scholarships

Embracing the speed of business

Many years ago, I read a wonderful book titled It’s Not the Big That Eat the Small ... It’s the Fast That Eat the Slow, by Jason Jennings. The book’s main message was that those companies that quickly adapt to market changes or new technologies win while those who do not lose.

My youngest son brought the lessons of this book into my mind as he called for advice on applying for a new job. He was unhappy with his current job because he had to work near his wife, whom he had recently divorced. He wanted to move on and put that chapter behind him. He had heard via a friend that his former boss was thinking of adding a position that would be perfect for him based on his skills and experience. He asked how he should express his interest in the position.

After some discussion, we settled on an e-mail telling his former boss of his desire to relocate and expressing a desire to work for his company again. I told him to list all his accomplishments since he left the company five years ago, and to send the e-mail immediately.

Ten days later, he sent me a draft of his proposed e-mail, and I went nuts. I called him and asked if he did not understand my previous instructions. He said he wanted the e-mail to be perfect before he sent it. I reminded him that his former boss already knew both his positives and negatives and that the key consideration was getting his name in front of his boss before he found someone else.

MINNEAPOLIS — AmeriPride Services, a textile rental services and supply company in North America, awarded scholarships to the children of employees from the new Steiner Family Scholarship award program, the company reports.

The annual scholarship program awards up to 12 academic scholarships to children of company employees each year.

“We were very pleased with the response and the many great and

qualified candidates that applied for the award in the inaugural year of this scholarship program,” says Bill Evans, president and CEO of AmeriPride. “This program supports our mission to provide career development and education opportunities for our employees and their families.”

AmeriPride says that dependents of employees from across the organization and at every location are eligible to apply, and applicants are evaluated and selected by Scholarship America, the nation’s largest administrator of scholarship programs for corporations and foundations, based on a variety of factors.

This year’s recipients came from across the continent, the company says, including Edmonton;

Fresno, Calif.; Lethbridge, Alberta; London, Ontario; Minneapolis; Monroe, La.; Springfield, Mo.; Topeka, Ks.; Toronto; Twin Falls, Idaho; Vancouver; and Watkinsville, Ga.

According to AmeriPride, scholarships can be used for fulltime college or vocational school education and are renewable for up to four years. The scholarship program was endowed by the late Larry Steiner, former CEO and family owner of the company, who died just a few months ago.

“I know Larry would be very pleased that this program was able to help so many of our employees in its first year,” says Evans. “What a great legacy he has left for the company and employees that he loved.” ALN

He did get the job but could have lost it to another candidate by moving too slowly.

In laundry management, we are often faced with opportunities that require us to move quickly or lose out to the competition. That competition might be another laundry or a disposable textile product. If we can move quickly, we have the chance to succeed.

Several specific instances come to mind. I started an effective reusable surgical towel pack program in Milwaukee due to a sudden, unexpected shortage of single-use towels that affected many suppliers of disposable packs. We were ready and willing to meet the needs of our customers and worked with our linen suppliers to quickly start the service.

The customers were so pleased that we never lost the business, even when the single-use towel supply issue was corrected.

Another opportunity came our way during an avian flu epidemic. Nurses were complaining to my staff about filling garbage cans full of disposable isolation gowns. They did not like filling up landfills with these used gowns.

We quickly developed a reusable isolation gown program and found a packaging system that mimics the way the disposables were delivered. The only change needed was to put the gown in a soiledlinen hamper stand instead of a trash bag. This program quickly grew to 100,000 gowns per month.

My final example is the development of a cubicle curtain-washing system. Our largest customer was looking to reduce its cost on cubicle curtains, which were being done by a small commercial laundry. We were not processing cubicle curtains when the opportunity arose.

We quickly worked with our textile vendors and our chemical representatives, and developed a wash formula and handling procedures to properly handle the cubicle curtains. We started out helping one hospital but quickly spread the program to eight hospitals.

The key to all three of these opportunities was that we had to move quickly. There was not time for a long decision-making process. In my experience, opportunities like these come along without warning and never at a good time. Management needs to be willing to move quickly, at the speed of business, to take advantage of the opportunity. Management structures need to be developed to allow for such rapid movement.

Are you going to be one of the fast laundries that will capture the next opportunity, or will you be a slow one left to wonder why good things do not happen for your organization?

Eric Frederick has retired from active laundry management after 44 years. He is available as a laundry operations consultant. He is a past president and two-time manager of the year of the Association for Linen Management. You can contact him by e-mail at elfrederick@cox.net or by phone at 540-520-6288.

From

COLUMNIST AT LARGE Eric L. Frederick, RLLD

Twelve academic scholarships awarded to employees’ children in inaugural year

It was quite the variety and spectacle for first-time Clean attendee Joanne Wannop from East Kootenay Regional Laundry, which is located in Cranbrook, British Columbia.

“It’s pretty exciting seeing all the people and the equipment, it’s just massive,” says Wannop. “I can’t believe how many people are here.”

According to Riddle, total atttendance in Vegas was 12,563. The total includes 2,271 attendees from 96 countries outside the United States.

“As you can tell, registration is there, as well as the vendors,” says Scalco. “We are very pleased with the turnout.”

Vendors were also pleased with the attendees in Las Vegas.

“There are a lot of decisionmakers here,” says Greg Gurtler, president of Gurtler Industries based in South Holland, Ill. “They are qualified individuals.”

Many attendees at Clean ’17 were looking for ways to improve their businesses. That’s what brought Steve Florence, vice president of sales and service for Starr Textile Services, which is located in New Orleans.

“We do hospitality laundry, plus we do dry cleaning,” he says. “However, we don’t do that as good as we could, so we’re looking to improve that.”

Improvement is a good word to describe Clean ’17. Many vendors highlighted improvements to their products to help improve laundry efficiency and production.

“I think everyone is showing strong improvements, but nothing earth-shattering,” says Keith Ware, vice president of sales for Lavatec Laundry Technology Inc., with U.S. headquarters in Beacon Falls, Conn. “Data is the future of the industry.”

Many equipment manufacturers, along with information technology companies, showed off how laundry and linen managers could collect data to improve operations. Some of the improved data options included better remote reporting and Wi-Fi capa-

bilities at the equipment level.

Speaking of the future, several vendors went high-tech in displaying their laundry options.

For example, Continental Girbau set up what it called “GirbauMAX” on the show floor. Attendees could schedule a time to go into the “theater,” don a VR headset and interactively “tour” a laundry operation, including industrial, on-premises, textile care, multi-housing and vended operations.

Besides all of the products that could be viewed and studied, and even purchased, attendees had the opportunity to attend 23 educational sessions (more than 30 hours) during the show.

Topics covered a broad range of interests to the industry, from family business dynamics and OSHA compliance to contracts and linen handling.

Jim Buik, owner and operator of The Roscoe Co. in Chicago, introduced Joshua Nacht from The Family Business Consulting Group, who led the Family Business Dynamics session.

Buik had a special interest in the topic, being a third-genera-

tion owner with children getting involved in the business.

“It’s interesting, the dynamics that come together with a family business,” he says. “It’s important to not only have a strategic plan for the business, but also the family.”

Besides all of the opportunities on the show floor and in educational sessions, several vendors, along with industry associations, hosted evening receptions for operators, distributors and members at various Las Vegas hotspots after hours during Clean ’17.

Some of the Vegas locations that hosted events included Drai’s Beach Club at The Cromwell Hotel & Casino, the Keep Memory Alive Event Center, and at the top of the Stratosphere.

The energy of Las Vegas perfectly reflected the energy of the industry and Clean ’17.

“It’s the biggest show in 10 years, and there’s a lot of energy on the floor,” says Buik. “People

are buying capital equipment. The industry is extremely healthy.”

“This year’s edition had a record number of exhibitors and attendees,” says John Riddle, president of Riddle & Associates. “We’ve had a great time.”

The Clean Show will return June 20-23, 2019, in New Orleans. Atlanta will host the show again June 10-13, 2021.

Riddle says that the dates for the 2023 Clean Show have not yet been finalized. Potential sites include Orlando, Fla.; New Orleans; and Las Vegas.

Sponsors for the Clean Show are DLI, the Association for Linen Management (ALM), the Coin Laundry Association (CLA), Textile Care Allied Trades Association (TCATA) and TRSA, the association for the linen, uniform and facility services industry.

American Laundry News will publish a more comprehensve Clean Show report in its August issue.

ALN

▲

The show floor remained busy throughout the week. (Photo: Matt Poe)

▲ Registration in Las Vegas was hopping as Clean ’17 opened. (Photo: Bruce Beggs)

Attendees were able to get close-up and hands-on with equipment. (Photo: Nathan Frerichs)

boasted packed houses. (Photo: Matt Poe)

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MORE SYSTEMS IN PLACE

Reilly says that he’s seen development and expansion in dust/lint control over the years. Laundries have more lint collection for dryers, not just on the large systems, but even secondary systems to collect any pass-through dust and lint.

“In the last five years, what we see more on the tumbler dryer lint sector, you see a lot more OPLs, even from small laundries, guest laundries, mid-size hotels, fitness clubs, almost anywhere that has several dryers where they’re looking at installing secondary lint collectors and booster fans so they can optimize the airflow,” he says. “This is very critical because of what happens in dryer exhaust. A lot of the lint builds up in the duct, and it has to be taken care of. Typically, they would hire an outside service to clean the duct.”

Reilly says his company has sold secondary systems to nursing homes and hotels and motels over the years, but in the past, that market was a small percentage of his sales.

“That market has really increased in the last five years, as far as OPL putting in more lint- and dust-control devices,” he says.

Another change during the past few years Reilly has seen includes systems that make dryers perform optimally. He says the systems help optimize airflow.

“You want to have an equal airflow, from the dryer all the way out to the exhaust,” he says. “It used to be maybe the only reason a laundry installed a filter device or a collector unit was because they had a complaint, maybe the neighbor, the fire marshal, whatever.”

According to Reilly, more laundries today are seeing advantages to being proactive, rather than waiting for a complaint.

“They see they can reduce fire risk and optimize the drying times, which is significant, not necessarily with labor, just the energy cost,” he says.

Dunivan says that dryer exhaust contains a large volume of lint.

Prior to being exhausted outdoors, it is necessary to collect the lint.

“An inline lint filter designed to collect 98% of lint produced, like ours, is the optimal method,” he says.

The majority of filters are “dry type,” according to Dunivan. The filters are self-cleaning, using compressed air and are cleaned automatically at an optimum back pressure that allows the dryer blower to operate most efficiently.

A “wet type” filter is a continuously cleaning filter that utilizes a water curtain to wash the lint from dryer exhaust and store it in a collection bag, says Dunivan.

Another area where Reilly has seen advances in dust/lint control is devices that help filter the air in the laundry where dust collects.

“It’s not connected, necessarily, on a machine like a dryer, it’s just a type of blower or vacuum system that will filter the air where lint and dust is prone to fall,” he says. “There has been this type of device out for a couple decades, but it’s much more prevalent in the last five years, especially in the commercial laundry business.”

Marcq, too, has seen more air filtering equipment that runs continuously in problem areas like dry-fold. He’s also seen more aircirculation turbines that keep it in suspension and not collect up high.

Some laundries have fan systems that blow the lint down, says Reilly.

“Ceilings are notorious collection points, on top of equipment as well,” says Marcq. “We utilize SonicAire units up in the ceiling to keep air circulating and find they work well.”

Once the dust/lint is blown down from the high points, employees might manually sweep it up, or there might be a vacuum system that helps remove the dust and lint on the floor.

“If they don’t manually blow it off with an air hose and then sweep it up, they should have some type of device, like a vacuum or a system that blows it down,” Reilly says. “You don’t necessarily want to operate it while the operator is there. You don’t want to blow dust or lint down on the operator.”

Dunivan says that to assist with compliance to OSHA directive CPL-03-00-008 against combustible dust explosions and fires act

of 2008, his company offers a lint scrubber.

“Removing airborne lint results in cleaner rails for sling loading/ unloading systems and facilitates smoother operation, less operator intervention and less cleaning labor,” says Dunivan. “Lint accumulating in the ceiling is reduced for a safer environment. On the floor, it helps keep lint from accumulating and fouling expensive linen-handling equipment.”

Dunivan says removing airborne lint reduces cleanup labor costs and vastly improves laundry air quality. He adds that it is safer and better for the employees, improving morale.

Besides dryer ducts, on machines and up in the ceiling, Reilly says that lint and dust also collect on linen carts and storage areas—areas that operators may not consider in their dust control system.

KEY COMPONENT: PERSONNEL

Devices and systems are essential to helping control dust and lint in a laundry. However, the key component in the system is laundry personnel.

“Nothing is really fully automated,” says Reilly. “There aren’t robots and drones that are going

to sweep up the dust and lint. No matter how good a device is, like a filter or blower or vacuum, it has to be overseen and maintained by personnel. That’s always the key.”

Reilly relates that he’s toured plants where the dust/lint systems and devices weren’t even turned on. Or, they weren’t operating properly because a dirty filter hadn’t been changed.

“It’s really critical that personnel oversee the devices they have,” he says. “It’s not like a lot of maintenance. They have to be checked to make sure that they’re operating properly.”

Essential checks personnel need to make, according to Reilly, are to ensure that the dryer ducts are sealed properly and then to make sure the dryer has the proper airflow within the original manufacturer’s range.

Finally, Marcq says having a plan for employees to follow is key.

“Install SonicAire, or similar, units and institute daily, weekly and monthly blowdown schedules, which increase in area covered and amount of cleaning,” he says. “Maintain strict preventative maintenance schedules, and have a good plan in place.” ALN

Lint collectors have been common in commercial laundries, but OPLs have begun to use them as well. (Photos: Energenics Corp.)

Air scrubbers, equipment lint collectors and fans help reduce dangerous dust and lint accumulation in a laundry.

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Keep lint in check in your operation

oping our moisture-sensing technology for tumble dryers, lab engineers took a keen interest in lint and learned there was far more of that annoying stuff building up when loads continued to tumble in the dryer even after they were dry.

BY BILL BROOKS

RIPON, Wis. — We just can’t ever get away from lint. In the on-premises laundry (OPL) environment, staff, if they are doing their job, are emptying lint compartments frequently, sometimes throughout the day. And when we leave for the day and run loads through our dryers at home, we are cleaning lint out of the filter regularly.

Most of us have at least a few times mused when emptying a lint compartment, “Where does all this lint even come from?” But the truth is, we know where it comes from.

All those towels, sheets and pillowcases are emerging from the tumble dryer just a little bit lighter. While normal usage provides its fair share of wear and tear on linens, just by washing and drying them, we are contributing to their degradation. And thus, the source of that pile of lint you are cleaning from the tumble dryer’s lint compartment.

STOP OVERDRYING

So, we know that pile of lint in your tumble dryer isn’t just accumulating out of thin air; it’s the evidence of the slow loss of fibers from linens. There’s not much we can do about the loss of fiber, but we can definitely slow it down significantly and, in the process, gain a longer life span for linens—meaning less lint.

Reduced linen degradation and less lint in your laundry starts with drying loads to a set moisture level and no further. Even our in-house laundry experts were surprised at just how much overdrying contributes to linen degradation. In devel-

What was learned is that even just eight minutes of overdrying of loads contributed to 31% more fiber loss. In short, the more that loads are overdried, the more fibers are lost, the more lint is created, and the shorter the life span of linens becomes.

LEVERAGE TECHNOLOGY/TRAINING

The simple answer to reducing the overdrying condition and excess lint (and the additional expenses in wasted labor and utilities that come with it) is to upgrade laundry equipment with moisture-sensing technology that dries to a pre-set level and stops the drying process.

If an equipment upgrade isn’t an option, it comes down to a mix of utilizing the programming capabilities of the tumble dryer, along with additional staff training time. Emphasis must be on eliminating judgment calls and the common occurrence of staff adding dry time to go have a break.

Many managers have also noted that staff often makes the decision to dry to the maximum time possible to ensure when they come back, the load is dry. From

Technology, processes can help fight dangerous accumulation

MAKING SENSE OF AUTOMATION:

Washers: Open-pocket to batch tunnel

BY SETH WILLER

OSHKOSH, Wis. — One of the key components in a laundry is the washer.

You could say that it is the most important piece of equipment, since without a washer, soiled goods don’t get processed.

While open-pocket washers might make sense with fewer pounds processed per hour, the more automated tunnel washer can increase savings in efficiency and labor in a small space.

It’s not easy to know when it makes sense to move to more automated laundry equipment.

That’s why I’m writing for American Laundry News, to help you figure out if it’s time for your laundry to automate.

Last time, I looked at the benefits of moving from hand folding to an automatic folder, along with exploring various types of automatic folders. In this concluding article, I’ll examine batch tunnel washers and when it’s time to make the move from an open-pocket washer.

Q: When does it make sense to move from open-pocket washers to a batch tunnel washing system?

A: Laundries don’t need to process 3,000 pounds of laundry per hour in order to benefit from a tunnel washer in terms of labor, efficiency and productivity. If your laundry is doing 1,000 pounds of laundry per hour, it’s time to consider a tunnel. Not all batch tunnel washers are configured for super-high-volume productivity.

For instance, five-module tunnels can be configured with all the features and efficiencies of larger batch tunnels (each module can be from 55 to 220 pounds of capacity). We see positive returns—gains in efficiency, labor and productivity—with as little as 1,000 pounds of laundry per hour. The industry offers some small batch tunnel washers offering the same efficiencies as the big tunnels.

Q: You say that smaller tunnel washers have all the “built-in” efficiencies/ bells and whistles of large tunnel washers. What do you mean?

A: Exactly that. There are smaller batch tunnel washers on the market that offer water reuse, filtration, heat reclaim and programmability by module, just like larger models. So, in a very small space, an operation pushing out 1,000 pounds of laundry per hour, or more, will realize huge savings in efficiency and labor over using open-pocket washers.

Keep in mind, some batch tunnel washers require just one person to load and monitor them and use approximately less than 1 gallon of water per laundry pound versus an open-pocket washer that uses 2 to 3 gallons per laundry pound.

Tunnels with water reclaim systems

significantly cut water usage. And, some tunnels have heat reclaim systems that use the heat from drain water to preheat water coming into the tunnel from outside. This can cut natural gas usage (to heat the water) by 30%. The savings go on and on, even for smaller laundries.

Q. Can tunnel washers process different item types and clean them well?

A: Yes. The programmability of today’s tunnels allows for great flexibility of various wash loads with superior results (napkins, table linens, bath mats, rugs, blankets, duvets, hospital gowns, scrubs, sheets, etc.).

The key is choosing a tunnel where every module is programmable, offering multiple inputs for water, reused water, chemicals, steam, ozone, drain valves, and control over water temperature and mechanical action. Programs can be established based on item type. The operator enters a program based on the first module’s item type and all the modules in the system automatically adjust to that program. This is a great option for laundries processing customer-owned goods (COG).

Q: What comprises a complete tunnel system?

A: A tunnel system—or continuousbatch washing system—includes a loading conveyor, batch tunnel washer, water extraction press, shuttle lifting conveyors, pass-through dryers and a master control. Most often, the tunnel washer is sold as part of the system. The equipment is automated, but really simple to use and operate. So, it takes one person to put laundry loads onto the loading conveyor, which automatically feeds the tunnel washer.

The goods travel through each tunnel module, where linens are pre-washed, washed and rinsed according to how the modules are programmed. Then, loads are automatically moved to the water extraction press, where they are pressed. At this point, the laundry resembles a “cake,” which is then automatically shuttled into an open dryer. From there, loads are automatically unloaded for folding or ironing, depending on what’s being washed and dried. Through this entire process, the master control tracks and displays load location, customer name, etc.

Keep in mind that the continuous batch washing system has evolved a great deal. Many falsely believe that you don’t get good wash quality, or that you can’t extract enough water from items with water barriers, like bed pads at nursing homes or hospitals. Actually, the wash quality is often superior. And if you choose a water extraction press that offers programmabil-

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Uniform service provider featured on national TV … again

BY MATT POE, EDITOR

WILMINGTON, Mass. —

UniFirst Corp. provides supply and servicing of uniforms, workwear and facility service products throughout the United States and Canada.

The company is thought of as a leader in the industry, and it has shown fiscal fortitude in difficult times.

Because of those reasons, UniFirst was featured on the television show World’s Greatest! this spring, the company reports.

The episode that highlights UniFirst aired in April and May on national cable and satellite channels, as well as select local network affiliates, throughout the United States and Canada, according to the company.

“We’re honored that our company was recognized by the World’s Greatest!... program,” says David Katz, senior vice president of sales and marketing, who was interviewed during the UniFirst

segment on the episode.

“The television segment did a great job showcasing our customer service-oriented ‘family’ culture, as well as our technologically advanced operations that help us provide the highest levels of customer satisfaction in our industry.”

The UniFirst episode of World’s Greatest!... featured the company’s Whippany, N.J., service facility, just outside of the Newark area, in a four-minute segment. The operation is one of UniFirst’s 240 facilities located throughout the United States and Canada, the company says.

According to How2Media, the producers of World’s Greatest!..., UniFirst was selected for the show based on its leadership position in the industry and the company’s adept ability to fiscally perform despite downturns in the economy.

“UniFirst has achieved annual company growth every year since its founding in 1936, due in no small part to an understanding of the need for continuous improvement and continual innovation in servicing its customers,” says Gordon Freeman, executive producer of the television show.

“We got the story behind the

story with this great and growing 80-year-old company, and show viewers why UniFirst was selected as the best in its category and, therefore, featured on the show.”

This isn’t the first time UniFirst has been seen on national television. In 2011, the company’s thenpresident and CEO, Ron Croatti, along with several employees,

were featured on the CBS-TV series Undercover Boss

In that show, Croatti went undercover, disguised as an aging hippie, to work side-by-side with his staff and discover possible ways to improve business operations and customer services at the company’s hundreds of locations coastto-coast, the company says. ALN

ALEXANDRIA, Va. — TRSA, the association for the linen, uniform and facility services industry, will host its Executive Management Institute (EMI) and Production Management Institute (PMI), concurrently, at the University of Maryland on Aug. 6-10, the association reports. According to TRSA, the combination provides opportunities for information sharing and socializing among established and upcoming leaders in the linen, uniform and facility services industry as attendees will share free time, meals and evening outings.

EXECUTIVE MANAGEMENT INSTITUTE (EMI)

EMI has a 50-plus-year tradition of providing attendees with

the latest in management techniques to aid them in tackling high-priority tasks and long-term workplace challenges specific to the industry, says TRSA.

In classes led by academics and consultants experienced with the industry, participants complete EMI by returning for a four-day program once a year for the next three years.

The first year offers practical insight that can be immediately applied to motivate and inspire co-workers and employees to streamline production, improve productivity and increase profitability, including:

• Developing effective communications skills

• Managing innovation and change

• Reducing conflict

TRSA says EMI attracts attendees from all segments of the textile services industry, from independent companies’ owners, executives and next-generation leaders to chains’ headquarters (including HR/administration) and plantand depot-based management (GMs, branch and department heads).

TRSA says member associates attend as well.

Individuals who have achieved TRSA’s Certified Professional Laundry Manager (CPLM) certification receive 31 credit hours toward recertification by attending EMI, according to the association.

PRODUCTION MANAGEMENT INSTITUTE

(PMI)

PMI, now in its 28th year, consists of two four-day programs one year apart, featuring class-

room settings where attendees learn from each other as well as industry experts who instruct, says TRSA.

First-timers take the PMI Production curriculum, which includes fundamentals of laundry production and operations, emphasizing key principles of productivity, quality, safety and sustainability. Over the next year, students participate in a series of self-paced, online modules on topics such as human resources, communications, finance, time/ project management and business ethics.

PMI Production participants return the following August for PMI Management, another four days of interactive sessions that further refine their production and laundry-specific management skills.

Upon completion of the classroom and online training, stu-

dents are tested and can earn the CPLM designation, the baseline of knowledge for all graduates, says TRSA.

PMI features group exercises that take advantage of attendees’ collective talent and require participants to devise solutions, collectively, to real-world scenarios presented as case studies. Visits to nearby laundries are part of the curriculum as well. This year, TRSA says the destination will be the 120,000-square-foot Alsco plant in nearby Lanham, Md. Opened in 2016, it processes 120,000 pounds of laundry daily.

This August, the association says PMI participants will be among the first recipients of Laundry Operations and Management, TRSA’s new 300-page text on production management orientation and training, providing enrichment and review of what was learned onsite during PMI.

UniFirst Corp. was featured on World’s Greatest!... on cable and satellite television channels in April and May. (Photos: UniFirst Corp.)

World’s Greatest!... highlighted UniFirst’s uniform program.

UniFirst’s processing capabilities were also featured in the segment.

PANEL OF EXPERTS

Tools to stay on top of the ‘to-do’ list

Focus on the important stuff.

• Have Faith —Trust the talented staff you hired to do the jobs you hired them to do.

I f you want something done, give it to a busy person. This adage has proven to be true time after time. How can a busy person continue to handle more and more responsibility while continuing to thrive? Here are some suggestions:

• Learn to Juggle —How does a juggler manage to keep 3-4-5 balls in the air without dropping them?

Coordination and focus. Coordinate and prioritize your activities. Focus on the most important, solve it, and move on to the next most important.

• Write it Down —I pride myself on my memory, but I still carry my pocket notepad to write things down so that later, I can scratch them off. Instant gratification and a sense of accomplishment serve as a motivational tool.

• Have Patience —How do you eat an elephant? One bite at a time. No matter how daunting any task may appear, it can be handled by taking it one step at a time.

• Move Quickly —Highenergy people have high energy, and high-energy people get things done.

• Get Some Sleep —Your brain is a muscle and, like any other muscle, responds best with rest.

• Delegate, Delegate, Delegate —I am most fortunate to have a staff that allows me the opportunity to delegate tasks to the personnel best equipped to complete them.

• Follow Up, Follow Up, Follow Up —While your staff may be adept at handling what is delegated, they may not share your enthusiasm in getting the task completed when you need it.

• Eliminate Trivialities

An oft-repeated phrase of a former boss: Routine things should be handled routinely.

First, surround yourself with capable people. Hire and promote those who can understand your organization’s priorities and make rational decisions responsibly. Don’t be afraid to try people in positions and move them around based on their performance.

Second, train them to deal with everyday problems themselves. Be sure they understand how your operation works. Be constructive in your criticism and try to make it more “guidance” than criticism. Praise good work and give credit where it is due. Make clear what’s expected of everyone.

Third, empower key employees to make decisions when you are satisfied with their knowledge and their understanding of your goals. Now, don’t micromanage the details. Let your team leaders do their jobs without you breathing down their necks. Only step in when it’s critical.

These steps should help unload distractions and small

problems so you can focus on the big things.

Now, organize yourself. Whether it’s a whiteboard in your office, a “things-to-do” list on your PC or phone, a yellow pad on your desk, whatever you prefer, get organized.

One colleague says that he likes to make a written list at the end of the day of the things

that need to be done the following day. This way, when you walk in the door, your prioritization is already done.

Each day can bring a new problem that causes you to change priorities, but when you walk into work in the morning, distractions will make you forget things. A list helps keep you centered. This list can be in a notebook to document goals and accomplishments. My friend recommends physically writing this list instead of typing it. Computers and typing have become awfully routine. Electronics are not always the answer; they can create problems.

I leave notes of critical things to accomplish first thing propped up on my PC keyboard. That way, I don’t get

bogged down answering e-mails and get off on a tangent, rather than finish more important things. I try to take care of these things before I even turn on my computer.

Consider having a five- to 10-minute meeting each day after the day or shift has ended to talk with your leadership team. Go over what worked well today, and what didn’t. Discuss what goals and tasks were accomplished and what needs to be done tomorrow. Keep a log of your meeting as a short list of “things to do.” Copy it and hand it to those who need to do specific things.

There’s no magic organization method, or everyone would be doing the same thing.

“A laundry/linen manager’s ‘to-do’ list is seemingly neverending. How can busy laundry/ linen managers keep track of the tasks they have to accomplish in a day, and what tools can help them?”

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Different things work for different situations and people. Don’t be afraid to trash one technique and try something else.

Lastly, I create my daily to-do list. This list is updated and revised at the end of each workday. It will consist of three to five items that I need to work on today. I make sure to do everything in my power to complete these tasks.

Anything that I simply cannot get to goes immediately to the top of the list the following day.

While this type of to-do list isn’t groundbreaking or new, it keeps me honest and helps me stay on track. Planning six months out and creating your roadmap for success allows you to focus your time and energy into execution instead of working in circles.

linen managers with the daily challenges and tasks we face. I immediately went into action using these apps.

First, I dictated a few reminders to my smartphone “girlfriend,” Siri, reminding me to make a few follow-up calls to several customers I recently visited. Then, I opened up my Notes app and made several entries on specific items that would have to be addressed and why. I also was able to use this app to list some of the obstacles and issues of concern that were presented to me during my meetings.

Last but not least, I turned to my online to-do list and made several entries of tasks and timelines needed for follow-up.

offering the best customer service to our customers. We need to take advantage of any tool or tools we can to keep us on track of the daily tasks and challenges we face in our dayto-day operations. Whether it be smartphone technology, apps, laptops, whiteboards or just plain old paper to-do lists, we need to take advantage of them all whenever possible.

It is easy to go off-course and lose sight of the light at the end of the tunnel, but by using some of the ideas listed, the light will remain right in front of us.

Oh, and for the record, by my using these tips myself, I was able to conquer another level on Candy Crush.

by operator. This gives you another subject to talk about, if appropriate or needed.

When employees are making the mark on production efficiency, your daily rounds can be an opportunity to coach or cheerlead.

This walk-around also provides an opportunity to see, firsthand, the quality of finished product being fulfilled. The manager can decide, again firsthand, if the product quality meets the standard and the expectations of the customer.

A s a laundry manager, you will often find yourself thinking there just aren’t enough hours in a day to get everything done. We go into every workday with the intention of finally clearing that pesky “to-do list.”

Inevitably, we get sidetracked by one of a million different scenarios that takes up our entire afternoon, and before we know it, the sun is setting and the day is over.

Countless days like this lead me to utilize what has been called a “cascading to-do list.”

Essentially, I take several big steps back and think about the items I want to have complete at the end of six months. Then, I take those action items or goals and break them down into smaller and smaller increments until I have a clear and organized plan that ensures my success.

L ast month, while sitting on the plane returning home from a week of travel to the West Coast, my mind started to wander as I tried to recapture the events of my successful trip.

Looking out the window, I started to think about the tasks and follow-up that needed to be addressed for the customers just visited. As I recaptured my visits one by one, I took a deep breath and slowly started to drift into panic mode: What needed to be addressed and by when? What type of follow-up was needed? What samples, if any, do I need to request and how many? When should I schedule a follow-up meeting? What marketing pieces do I need to develop to make their sales process go easier? Then I thought, How am I going to remember all this?

I felt much better about my trip, what was accomplished, and what was needed to make the trip even more successful and productive.

Smartphone applications are one way for us managers to make our to-do lists easier to manage. However, for those of us who do not have smartphones, we have the ability to develop to-do lists on our laptops.

We can also place a whiteboard on our office wall and list projects and timelines that need to be addressed on a daily basis. Another trick to managing tasks is to have morning meetings with our leadership team whether they be daily, weekly, twice weekly or, in some cases, monthly to discuss projects and ways to keep on track with the tasks at hand.

Delegation is another way to accomplish more tasks and stay on course. As successful managers, we surround ourselves with top-notch team members, team members who are empowered to take ownership of some of the tasks at hand and make sure they are addressed timely and efficiently.

First, let’s look at the basic jobs of a laundry manager, and then create a daily checklist to ensure that the job gets done.

Laundry managers are responsible for people and their safety, culture and morale, labor efficiency, textile acquisition, textile control, plant asset maintenance, production flow, load fulfillment, product quality, customer retention, growth and profitability. While laundry managers cannot be everywhere at once, one thing is certain: They cannot be successful sitting in an office a majority of the time. They also cannot be efficient chasing all the little issues that come up daily.

As the walk-through proceeds, the manager “checks” the load fulfillment status for that day, and two days forward. Are the garments being finished on time according to goal? Will the flat goods be in place to fill loads today, tomorrow and the next day? At that point, the manager should know which “shortages” might occur in the supply line.

As he or she addresses textile replenishment orders, this is the time to look at the books and see if loss charges pay for the missing goods. If they do, all is well. If not, there is a textile control issue. It’s time to look at ragouts, soil counting, product security, loss/damage charges, etc. The idea of this check is to ascertain if the operation has a “black hole” of textile loss—then hunt it down and correct it.

Twice a year, I will complete my six-month plan exercise. Once complete, I then plan out each of the six months with the action items that must be complete at the end of each month. Planning ahead like this keeps me out of the “weeds” and ensures I stay on task to hit my goals.

Next, I break down my to-do list into two-week periods. The two-week list clearly identifies what I am working on in the current week and looks ahead to the week following.

Included in the two-week list are key actionable items that must be complete to hit my six-month plan, as well as typical work items like important meetings, inventories and deadlines.

Being in management, our to-do lists seem to be get longer and longer every day. As we strive for efficiency in our employees, perfection and good customer service, what tools do we as managers have available to us to make our to-do lists less stressful and more manageable? As laundry/linen managers, what can we use to make our day-to-day operations less stressful? How can we make our lives as managers easier to navigate while accomplishing more and being more efficient?

After a long sigh, I took a break to regroup my thoughts by playing a game of Candy Crush on my smartphone.

I’m sorry. What I really meant to say was, after a long sigh, I reached for my smartphone to check my e-mails, and it dawned on me. There are several apps out there that are designed to assist people like myself and busy laundry/

By trusting our team to take the ball and run with it, we not only get more accomplished, we develop a stronger teamwork environment that allows our team members to feel that their input and decisions do make a difference and impact on the tasks at hand, as well as giving our customers the customer service they expect from us as an organization.

As managers, we strive, lead and motivate to get the most from our employees while

Successful managers are successful because they are constantly walking around their operation—inspecting what they expect, and staying in front of their people—as their accessible leader.

Let’s walk through a day in the life, and the elements of a good daily checklist. First, every morning, walk through the entire operation and talk to people. Know them personally. Cheerlead. Be accessible. Yes, it’s vulnerable, but it creates a culture that says you “care,” and that brings dedication to efficiency.

During this walk-through, check the housekeeping of the operation, both at the workstations and even in the plant restrooms.

Make it your goal to simply say “Hi” to every single employee. It builds morale. As you are talking with people, watch them work. Check the safety of their operations and the equipment they are using or are near.

Each department should have daily efficiency/output

As the manager continues through the operation on his or her daily walk-through, equipment maintenance is now the target. Talk directly to the plant maintenance engineer and go over the entire plant equipment checklist as to the scheduled maintenance, repairs and any other issues, especially related to safety. Yes, daily.

Earlier, I mentioned key checklist points. It may take laundry managers several daily walk-throughs to accomplish checking everything on this checklist. Consistently done, managers will ensure growth through efficiency and quality, and profitability will follow.

The hands-on checklist daily walk-through must become habit. Too many times, laundry managers find themselves “chasing” issues all day long. By dedicating time to daily checks, managers can have time to deal with other issues, knowing that their operation is running smoothly.

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SMALL-CAPACITY DRYERS

LAVATEC LAUNDRY TECHNOLOGY INC.

Lavatec Laundry Technology Inc. manufactures the FL-series of front-loading dryers. The company says its FL612 and FL613 are small-capacity dryers that can deliver a high rate of return for an operation, with many years of service and dependability.

The FL612 is a 55-pound capacity machine, and the FL613 handles up to 90 pounds. Like the entire FL-series line, both are efficient, ergonomically designed for safe operation and CSA-approved, Lavatec says.

The company says that in certain situations, one FL dryer can replace two similar-sized atmospheric dryers, lowering capital costs and required space in a laundry while saving energy costs.

Designed with a hinged- or sliding-door option, they can be programmed for custom settings, saving time and manpower, according to the company. Both have sensor controls, meaning the unit will operate safely during automatic runs.

www.lltusa.com 203-832-8777

offers the 75-pound multi-load dryer for owners and operators.

Maytag says the unit features axial airflow for fast dry times. The solid basket design, along with the dual-pane glass door, helps to keep warm air in the dryer pocket, forcing more heated air through the load, according to the company.

To help maximize throughput, the machine offers microprocessor controls that give operators access to fully programmable, easy-to-use controls with countdown display and multilingual readouts that accommodate different language needs, Maytag says.

Also available with the dryer is residual moisture control, which senses the amount of moisture present in a load and reduces the heat input while the tumbler continues to run, helping to prevent potential damage caused by overdrying, according to the company.

CONTINENTAL GIRBAU INC.

Continental Girbau manufactures the Continental Pro-Series™ II single-pocket commercial dryer. The company says these dryers are designed with quality internal components, easy-to-use controls, moisture-sensing technology and other features to increase laundry production and energy efficiency.

Small-capacity models (20/30to 75/85-pound capacities) deliver properly balanced airflow, heat input and basket volume for maximum production when matched with Continental washer-extractors, according to the company.

ing and extinguishing device that squelches dryer fires before they get out of control.

www.cgilaundry.com 800-256-1073

UNIMAC

UniMac says its 75-pound tumble dryer, equipped with the UniLinc control, offers speed, efficiency and control for laundry managers.

The brand says the unit’s efficiency starts with the balance between temperature, airflow pattern and usable cylinder space. According to UniMac, it takes that efficiency to the next level with its Over-dry Prevention Technology (OPTidry).

OPTidry eliminates costly over-drying of loads, which wastes utilities and labor, as well as degrades linens, according to the company. The system stops the drying process once the load reaches the ideal moisture level. The end results are lower utility costs, longer life for linens and better allocation of staff time, UniMac says.

Pellerin Milnor Corp. has introduced a new line of dryers—the Premier Series Dryers. The Premier Series is available in three sizes, including the 50-pound-capacity M-50p, the 80-pound-capacity M-80p and the 120-pound-capacity M-120p, according to the company. All three models are offered in gas, steam or electric heat.

Milnor says the series is equipped with an intelligent and simple-to-use control system, stainless steel baskets and fronts, a reversing basket, double-pane glass door and fully insulated cabinet. The Premier Series also features the Sensor Activated Fire Extinguishing System (S.A.F.E.). www.milnor.com 504-712-7656

MAYTAG® COMMERCIAL LAUNDRY

To endure the rigors of the onpremises laundry (OPL) market, Maytag® Commercial Laundry

In addition, a dual wet/dry fire suppression system, which helps to protect product and facility investments, and a reversing cylinder, which helps clothes from becoming tangled to create effective dry cycles, come as standard features, Maytag says.

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Continental says the microprocessor control offers “no heat” and four temperature options, including “High,” “Medium,” “Low” and “Delicates.” Each one is programmable from 100 to 190 degrees F.

There are three methods for programming heated drying, including a fixed time/dry in minutes and seconds, fixed time/ dry with top-off (minutes added at the end of the cycle), and timed programmed per use, Continental says.

The company adds that its Pro-Series II single-pocket dryers also offer optional Integrated Sprinkler Systems (ISS), a sens-

With the UniLinc Control, UniMac says the dryer gives laundry managers high laundry management capability, enabling them to see start/stop times and idle time between cycles to track labor efficiency. The control also reminds staff of maintenance schedules and records any machine errors for quicker

ADC

ADC says its 80-pound i-Series Dryer is designed with owners and operators in mind. It offers versatility and customized solutions to help maximize performance and increase throughput.

The company says the dryer comes standard with variable drum speed, transaxial air flow and a fully insulated cabinet with double-pane door glass. The steelwelded cabinet withstands tough laundry environments, and the industrial-grade components

COMPILED BY MATT POE, EDITOR

[Maytag® Commercial Laundry]

[Continental Girbau]

[Pellerin Milnor Corp.]

contribute to machine longevity and performance consistency.

Equipped with customizable, easy-to-use Intuitive Micro Controls (IMC), the machine provides an intelligent, one-touch program selection to enhance productivity, according to ADC. By creating a fully integrated drying system, users can utilize IMC to control all aspects of the drying process to minimize user error and optimize drying time and efficiency, the company says.

Finally, ADC says owners can feel confident knowing the Sensor

Activated Fire Extinguishing (S.A.F.E.®) System comes standard on the 80-pound model, which helps to detect potential dryer fires—further protecting product investments and facilities.

www.adclaundry.com 269-923-3000

PRIMUS

Primus says its tumble dryers keep loads moving in an on-premises laundry (OPL), and that its 75-pound unit is the workhorse of many laundries around the world.

Primus says the unit has a large door opening, which makes loading and unloading fast and

easy. Likewise, 22.4 cubic feet of cylinder volume allows even large loads ample space to tumble for fast drying. The unit also boasts a user-friendly digital control that reduces the amount of time necessary to train laundry staff, according to the company.

In addition, the optional SafeTech Fire Suppression System, which saturates linens from a multiport water manifold system, offers peace of mind that in the unlikely event of a fire in the cylinder, it will be contained, Primus says.

www.primuslaundry.com 877-724-0187

WHIRLPOOL® COMMERCIAL LAUNDRY

The Whirlpool® Commercial Laundry Super-Large Capacity Dryer is built with commercialgrade components, so the machine withstands heavy traffic and regular use and performs continuously, the company says.

Engineered with four heavyduty rollers in the suspension, the machine is designed to provide exceptional drying, while the easyto-clean full-wrap console offers protection against unexpected liquid spills or vapor, Whirlpool says.

According to the company, the unit comes standard with a galva-

nized, heavy-gauge cabinet, which helps accommodate high traffic and constant use, and provides optimal protection for internal components.

In addition, Whirlpool says the 180-degree, wide-opening, sideswing door provides flexibility and offers unhindered access for loading and unloading.

www.whirlpoolcommercial laundry.com 800-662-3587

JENSEN USA INC.

Jensen says its JTD series tumbler/ dryers are designed for strength and durability, with decades of proven experience. The JTD series

is available in 45- and 90-pound capacities (larger models are also available).

Standard design features for the Jensen JTD series include stand-alone design; touch-screen PLC controls with easy setup and copying of programs through a USB port; reversing cylinder; vertical sliding doors for ease of loading and unloading; built-in lint filter; fire suppression standard on gas models; stainless steel cylinder; a smart indicator light that keeps the operator informed of the machine status; and more.

Gas, steam or electric heating sources are available, the company says, and tilt-tounload is an available option

[Jensen]

[Whirlpool® Commercial Laundry]

on larger models.

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

DEXTER LAUNDRY

Dexter Laundry says that drying bedding and other larger loads can be a time-consuming process. That’s why the company developed a new 50-pound dryer with a reversing cylinder to change the tumbling direction to reduce tangling.

The T-50 Reversing Express Dryer cuts dry times, saves energy, improves the handling ergonomics and extends linen life, according to the company. Dexter says the new dryer is built with highquality materials, balanced radial airflow and the right amount of air recirculation to maximize efficiency.

With heavy-duty bearings in a cast-iron housing and a fully welded and painted cabinet, the dryers are built to withstand even the harshest laundry environments, Dexter says.

www.dexter.com 800-524-2954

a concentrated airflow pattern combine to keep utility costs down and the laundry operation yielding maximum throughput volumes, the company says.

Meanwhile, Huebsch says a self-cleaning lint screen means fast, efficient lint removal from the tumble dryer’s large storage area, which keeps staff focused on moving loads through the laundry.

Add in a reversing option to keep tangles to a minimum and the Galaxy™ control, with 30 programmable cycles, and Huebsch says its 75-pound tumble dryer

will give on-premises laundries years of solid performance.

www.huebsch.com 800-553-5120

SPEED QUEEN

Speed Queen says its 75-pound tumble dryer is a great addition for on-premises laundries of all sizes and types because of its union of high-performance technology and user-friendly control options.

The company says its Quantum Gold control gives laundry staff control of the drying process and even offers audit data reports on

machine operations and advanced diagnostics. As a lower-cost option, the dual digital control offers one-touch cycle repeat and simple selection of drying time, cool-down time and temperature.

A reversing option helps prevent tangling when drying larger items such as sheets. The unit’s speed and drying efficiency will assist operations in reining in operating costs while maximizing throughput, according to the company.

www.speedqueencommercial.com 800-590-8872 ALN

HUEBSCH

Medium- and large-scale laundries require tumble dryers with significant capacity, fast drying power and low maintenance, and Huebsch says its 75-pound dryer can provide results in all three areas

A high-performance heater box, sealed cylinder rims and

[Speed Queen]

Three healthcare laundries reaccredited

Facilities in Virginia, Arizona, Florida

accredited by HLAC through 2020

PLAINFIELD, Ill. — Three healthcare laundries—Shared Hospital Services (SHS) of Portsmouth, Va.; the Mission Linen Supply operating plant in Phoenix; and Crown Health Care Laundry Services in Pensacola, Fla.—have under-

gone necessary inspections and have been reaccredited, reports the Healthcare Laundry Accreditation Council (HLAC).

An independent contractor who has received training of HLAC standards and inspection guidelines conducts inspections

for accreditation, HLAC says.

The inspections of all three facilities included a rigorous review of their complete textile processing cycles: from handling and transporting soiled healthcare textiles to in-plant processing and delivery back to the customer. More than 600 standards have to be met to receive accreditation, according to HLAC.

“We ‘re-upped’ with HLAC because of the many benefits of accreditation for us and on behalf of our healthcare customers,” says Charles Berge, SHS president and general manager.

“The process of getting HLAC accreditation makes us a stronger team—smarter and more competent in the processing of healthcare textiles. This, in turn, enables us to provide our cus -

PLASTIC IN YOUR DRYERS CAUSING PROBLEMS?

tomers with an improved level of service that ultimately benefits patient safety. It enables us to become an important partner to our customers’ infection prevention strategies.”

The Mission Linen Supply operating plant in Phoenix is one of 40 locations in five states for the textile service provider that rents and sells linens, uniforms and other ancillary products to the healthcare and hospitality industries, according to HLAC.

“Going through the HLAC accreditation process has improved our service and quality and made us a better, safer laundry for our healthcare customers,” says John Ross, president and CEO of Mission Linen Supply.

Mission has seven accredited facilities located in Bakersfield, Chino, Fresno, Lancaster, Oxnard and Salinas, Calif., and Albuquerque, N.M., says HLAC.

Crown is an independent full-service healthcare laundry processor and linen rental company with locations throughout the Southeast.

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“Becoming reaccredited by HLAC is important to all of us at Crown, from the associates who unload the trucks of soiled linen that come into our facility from our customers, to the many team members involved in the in-plant processing and handling of those linens, to those responsible for getting the linens safely back to the customer,” says Crown CEO Don Haferkamp.

“All of us, including me, have learned a lot from having to fulfill the more than 600 standards that have to be met to receive HLAC accreditation. This is no small accomplishment. It should give our customers a lot of confidence in our standards.”

Other Crown healthcare laundry facilities that are currently HLAC-accredited are located in Quitman, Ga.; Columbia, Miss.; and Selma, Ala.

The SHS, Mission/Phoenix and Crown facilities are all accredited until 2020, according to HLAC.

HLAC is a nonprofit organization that inspects and accredits laundries that process reusable textiles for hospitals, nursing homes and other healthcare facilities, based on the highest, professionally recognized standards for patient safety and infection prevention.

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HLAC says its standards are internationally recognized. The Association for the Healthcare Environment (AHE) has awarded its AHE Seal of Review and Recognition ™ to the HLAC Accreditation Standards document.

the data shared, we now know such decisions have costly consequences that also create lint.

STAY UP ON CLEANING AND MAINTENANCE

Like it or not, no matter what, lint is always going to be an annoying part of the laundry room operation. However, knowing that not staying up on cleaning it out will negatively impact efficiency, and even can be dangerous, is enough motivation to make maintenance a priority.

Tumble dryers with self-cleaning lint filters reduce the lint maintenance significantly and should be preferred by laundry managers. These units need only have the lint compartment emptied at the end of each day, saving valuable staff time.

With the compartment door open, also brush the edges of the self-cleaning filter to gather any excess. If air is traveling evenly through the filter, lint should collect across it, not just on certain sides or areas. It is not necessary to remove and clean the screen each day; follow the recommended maintenance schedule from the manufacturer.

Lint drawers will require more work and should be emptied after at least every couple loads. Managers need to make sure staff is aware of the need to empty these drawers frequently throughout the day, or efficiency will suffer. Because they are not self-cleaning, these screens will continue to collect lint and restrict airflow.

Ducts are another area that will require periodic maintenance. Your laundry equipment distributor service personnel can assist with checking the back pressure of the unit. Back pressure is tested with the tumble dryer in operation. Adequate back pressure (according to manufacturer’s specifications) ensures lint remains airborne. As we know, if it isn’t being forced out, it is collecting on flat surfaces. If it’s collecting, that means your laundry may need to schedule more frequent cleaning of ductwork.

The bottom line on tumble dryers is that they are a circuit— they take in air, heat it, send it into the cylinder and exhaust it on the other side. Lint can come into play anywhere in that circle. So, if you or your staff notice loads are not emerging dry, or you need to add extra dry time you didn’t need before, lint is the likely culprit. Somewhere along the line, intake or exhaust air is being blocked.

Monthly inspections and cleaning of ductwork is never a bad idea to keep the operation at peak efficiency. Remove lint from

inside the exhaust duct as well to prevent any overheating issues. It’s also a good idea to vacuum air vents and drive motors quarterly.

FINAL THOUGHTS

We know lint doesn’t just come out of thin air. These are fibers shaken loose from linens during the laundering process. The front line for reducing just how much linen degradation occurs in our facilities starts with limiting the amount of time linens spend in the tumble dryer—halting overdrying. Our options are to either

rely on moisture-sensing technology to dry to a preset level, or, in the absence of this feature, dial-in prescribed dry times and train staff on the importance of adhering to the specific programs.

Like it or not, however, lint always will be part of our world, even if we reduce overdrying in our operations. But this is again where training and processes come into play. Staff must be grounded in the expectation for lint removal. As mentioned, that responsibility is less of a time drain with self-cleaning lint

compartments that need only be emptied at the end of each day.

Maintenance is paramount to not only ensuring the efficiency of the tumble dryers in the laundry room, but also overall safety, as excess lint can accumulate in vents and on components, motors, etc. Employ strong processes, keep employees accountable for maintenance, and schedule periodic checks to make sure lint is being held at bay in the laundry.

If your laundry is see-

ing accumulations of lint in other areas of the laundry, it’s a sign of improper airflow—air back pressure being higher in the exhaust— and you should have a distributor service technician review the system and correct the problem. ALN

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

Brooks

ity, in which you can press, come up and back down (or tap), it’s a snap to extract water, even from items with water barriers.

Q: Explain batch size and why a smaller batch/load size is often better.

A: Smaller batch/load sizes can create improved efficiency. For instance, if you are a COG laundry and you can’t mix one client’s laundry with another client’s laundry, it is better to use smaller batch/load sizes. Just like sizing open-pocket laundry equipment, it’s important to properly size tunnel modules.

First, if you have to fill 250 pounds of capacity and you only have 120 pounds of scrubs, for example, you are going to have to wait to run that load. With a smaller batch size, you are simply more efficient. Your equipment isn’t standing there not being used, your labor isn’t standing there waiting, and you aren’t wasting floor space with carts full of loads that are too small.

Second, 250 pounds of laundry is a lot of weight and bulk for your employees to handle.

If you don’t have a bag system, it will create problems and possibly injuries. Look for a tunnel washer that allows for manageable load sizes and fits your volume needs.

Q: Do you need a lot of space for a tunnel system?

A: That depends on the size

of the tunnel washer and the number of modules you select. For example, we offer batch tunnel washers from five to 20 modules. A five-module tunnel system that processes 2,000 laundry pounds per hour might occupy a space as small as 25-by-500 feet.

I hope these considerations help you see how moving from

open-pocket washers to a tunnel system could benefit your laundry and linen service.

In addition, I hope my four-part series has answered at least a few of your questions about automating your laundry opera-

tion and the benefits of doing so. ALN

Seth Willer, national sales manager for Girbau Industrial, has expertise in on-premises and industrial laundry design, equipment, workflow and productivity.

Track Career

Gurtler Industries promotes Wenzel to executive VP

SOUTH HOLLAND, Ill. — Gurtler Industries Inc., a manufacturer of detergents and chemicals for the commercial laundry industry, has promoted Matt Wenzel to a new role of executive vice president, the company reports.

Wenzel has been with Gurtler since December 2015, according to the company.

“Matt has been a great addition to our company, and with his new role, he will help lead Gurtler to continue our growth in our industry,” says Greg Gurtler, president of Gurtler Industries.

“He is committed to the Gurtler Advantage, which is our commitment to Service, Innovation, and to People, our Employees and Customers.”

Gurtler says Wenzel has more than 30 years of industry experience in various roles, which include production, service, sales, general management and

executive management.

Pellerin Milnor adds directors

KENNER, La. — Pellerin Milnor Corp. has hired Andre Blanc as its director of strategic accounts and named Darrell Redler marketing director for laundry systems, the company reports.

Blanc brings an extensive knowledge of laundry operations and workflow processes, with more than 30 years of experience in the laundry industry, according to the company.

Prior to joining Milnor, Blanc spent eight years with Softrol Systems Inc. as business development director. He also has prior experience in various roles with laundry chemical companies and has many published articles on automation, hygiene and laundry processes, Milnor says.

Blanc’s responsibilities will include both delivering total plant solutions to the corporate account and expanding relationships with the

hospitality, healthcare and industrial segments of textile rental.

Redler, who is an 18-year Milnor veteran, will now offer support for regional sales managers, dealers and customers by providing analytical review of automated and semi-automated systems, according to the company. These include sizing calculations, utility and labor savings, as well as return-on-investment analysis.

Redler joined Milnor in 1999 as a marketing coordinator, the company says. Over the next few years, he earned an MBA from the University of New Orleans and completed TRSA’s Production Management Institute.

In 2007, he became a project manager for Milnor’s application engineering department

Leonard Automatics adds mechanical engineer

DENVER, N.C. — Leonard Automatics has added Joe Thomas, a

mechanical engineer, to its team, the company reports.

For the last 20 years, Thomas, a graduate of the Clemson School of Engineering, has designed more than 50 machines for various industries, says Leonard. His experience includes the design of packaging machines, bottlefilling and capping machines, as well as the application engineering for linear bearings.

The company says Thomas is excited about working for Leonard Automatics because he brings his design skills to conceptualize a machine from the ground up.

MODRoto names Emling Midwest sales manager

MADISON, Ind. — Laundry cart manufacturer MODRoto has named Jameson Emling regional sales manager, the company reports. Covering the Midwest territory of Illinois, Wisconsin,

Wenzel

Redler

Blanc

Thomas

Nine graduate from Coaches Clinic

FORT MILL, S.C. — Nine textile rental services industry professionals recently graduated from Performance Matters’ Coaches Clinic Service Leadership Training, a part of the more robust High Performance Team (HPT) Training Program, the company reports.

Performance Matters says the training is solely dedicated to the textile rental industry and provides service leaders the foundation necessary to perform their jobs effectively and

safely, and to take the next step in delivering world-class service, resulting in higher revenue growth and profits for their companies.

“As I have said from the very beginning, it’s the nuts and bolts of what we do every day out in the field. I find myself going back to the (HPT) material often so that I can present myself to the customer as a professional,” says Randy Caldemeyer, regional service manager for SITEX Corp. and Coaches Clinic Bravo Class graduate.

“Once a month, I put out a company newsletter called Model Safety & Training Newsletter. It contains a safety topic and a HPT training topic. HPT has been a great experience, and I am sure it will be in the future.”

Over the course of the program, Coaches Clinic participants receive classroom training and are teamed with industry peers for collaboration, according to the company. Students move with their team through the training series, completing all classes together, with individual and team accountability. Only those who complete the program graduate.

Bravo Class 2017 graduates include:

• Adam Wells, Doritex

• Cory Bracy, Gallagher Uniform

• Levi Cranmore, Ideal Linen

• Curt Whiteley, Ideal Linen

• Gregg Flaker, Liniform

• Chuck Maxwell, Metropolitan Linen

• Kelly Boyles, Paris Cos.

• Randy Caldemeyer, SITEX Corp.

• Lewis Ledford, Taylor Linen

This recent group of graduates adds to the Alpha Class that began January 2016 and graduated 12 Certified Coaches in January 2017, according to Performance Matters. The Charlie

Coaches Clinic Class launched in May 2017 and is comprised of 28 service managers from 21 different companies.

Registration is already starting for the Delta Class that will launch in January 2018.

In memoriam: Ronald D. Croatti, UniFirst Corp.

WILMINGTON, Mass. — Ronald D. Croatti, chairman, president and CEO of UniFirst Corp., died May 23 as a result of complications associated with pneumonia, the company reports. He was 74.

“The loss of my dear brother and our company leader is profound,” says Cynthia Croatti, executive vice president.

“His life was dedicated to the success of UniFirst, as well as to each and every member of our extended UniFirst family, 13,000 people strong. His vision, leadership and love for family will be missed immensely, but will live on for generations to come.”

Croatti joined the company in 1965 and trained under his father and company founder, Aldo. He gained valuable firsthand experience working in virtually all areas of the company, excelling in service, sales, operations and management, before being named a senior executive in 1986, when annual revenues were approximately $100 million, according to the company.

UniFirst says that since Croatti became the company’s chief executive officer in 1991, it has more than quintupled its

HPT Coaches

and Randy Caldemeyer, SITEX Corp. (Photo: Performance Matters)

Croatti

annual revenues to $1.5 billion today.

Croatti and UniFirst were also regularly recognized in the media over the years, according to the company. He was named Executive of the Year by the Best in Biz Awards and was featured in an episode of the CBS-TV reality show Undercover Boss

UniFirst has been ranked by Forbes maga-

zine on its “Platinum 400-Best Companies in America” list, named by Apparel magazine as one of “America’s Top 50 Apparel Companies” for nine consecutive years, named one of Selling Power magazine’s “Top 50 Best Companies to Sell For” every year since 2003, and recognized annually by the Boston Globe on its “Globe 100” list for the last 28 years. ALN

Career Track

Minnesota, Iowa, Missouri, Kansas, North Dakota, South Dakota, Nebraska and Manitoba, Canada, Emling joins a dedicated team of local representatives offering the company’s proprietary laundry, recycling and material-handling product lines throughout North America, MODRoto says.

MODRoto manufactures PolyTrux ® laundry and recycling carts and Ship Shape ™ bulk containers, and ranks as the 16th largest rotational molder in North America out of the top 100 rotomolders by Plastics News

Continued from Page 25

Emling is a veteran of the United States Marine Corps, now serving the United States Marine Forces Reserve, and former director, strategic business development, for MedTech Bioscience in Chicago, according to the company.

“Jameson already understands the meaning of service, and he knows how to deliver the level of service we demand for our customers,” says National Sales Manager Dan Rodriguez. “He’s a welcome asset to our team.”

Emling earned the Lean Six Sigma Black Belt certification for expertise in process improvement from Villanova University, Villanova, Pa., and earned a bachelor’s degree in animation and visual effects from DePaul University in Chicago. He resides in Cary, Ill. ALN

Calendar

July

27 Association for Linen Management Webinar: Solid Relationships Start with Solid Contracts Richmond, Ky. Info: 859-624-0177

August

6-10 TRSA

Executive Management Institute (EMI) Hyattsville, Md. Info: 703-519-0029

6-10 TRSA

Production Management Institute (PMI) Hyattsville, Md. Info: 703-519-0029

24 Association for Linen Management Webinar: Ask the Experts Part 3: Linen Services Richmond, Ky. Info: 859-624-0177

September

11 Association for Linen Management Southeastern Conference Richmond, Ky. Info: 859-624-0177

12-14 TRSA

Annual Conference Miami Beach, Fla. Info: 703-519-0029

21 Association for Linen Management Webinar: Managing Safety in a Multi-Employer Worksite Richmond, Ky. Info: 859-624-0177

27-29 Texcare Asia

International Trade Fair for Modern Textile Care Shanghai, China Info: www.texcare-asia.com

Emling

FOR SALE CONVEYORS

FIELD SERVICE TECHNICIAN

Corporation is looking for a Field Service Technician. The successful candidate should have strong mechanical aptitude and some electrical/PLC experience. Degree from a technical school or 3-5 years’ experience in a laundry servicing role required. Travel up to 85% US with some possible international travel. Ellis Corporation offers an excellent benefits package including health, dental, vision and 401K, along with a friendly and challenging work environment. For more information, send your resume to hr@elliscorp.com

Pellerin