American Laundry News - July 2018

Cincinnati rental, uniform service co. closes after fire

CINCINNATI — Superior Linen & Apparel, a rental and uniform service company that had served 90 years in this area, decided to close its doors after a fire destroyed the building May 22, the company reports.

Superior posted the following statement on its Facebook page: “It is with heavy hearts we must announce that because of a fire that has completely destroyed our facility, Superior Linen & Apparel is closing with no plans to reopen. After 90 years of business as a family-owned and -operated company, our work and our customers have meant so much to us. Thank you for all of your support throughout the years!”

The Cincinnati Fire Department reports that more than 90 firefighters were on the scene, but due to the “heavy fire load and advanced fire conditions,” the department says it had to fight a defensive battle.

In the end, the business was a total loss. Fortunately, Cincinnati officials say no injuries were reported. ALN

BY MATT POE, EDITOR

ST. LOUIS — In the late 1970s, Victor Kiam, who was the owner of Remington Products at the time, starred in a national television commercial for the company.

The catchphrase? “I liked the shaver so much, I bought the company!”

That’s how Mark and Kathy Huntebrinker came to own Simply Clean Laundry Service, located here.

“We purchased an existing diaper service [Baby Care Diaper Service] back in 2006 after we used the service ourselves and fell in love with it,” explains Mark.

For the first five years of their ownership, he says the business operated out of the couple’s house, outsourcing the laundering of diapers to another laundry service.

“We had a dedicated room in our house where Kathy and I sorted the diapers, bagged them and then delivered them,” Mark remembers.

BY SAM SPENCE

SADDLE BROOK, N.J. — It’s important that an operation be able to keep track of goods: where they are, whether they are clean or soiled, and at what point in their life cycle they are. It’s important that the laundry and the customer know the status of each piece, because linen loss is costly, and service can be negatively impacted if stock levels aren’t kept where needed.

The earliest linen inventory systems involved manually counting goods. Then came barcodes, where items were tagged and

In the beginning, he says the diaper service was so small that Kathy took care of most things while he continued to work full-time.

“In order to keep costs down, when we first started, we used our personal van with

magnets to do deliveries,” he shares. “Now we have three dedicated, wrapped vans for deliveries, and we run seven days a week.”

Laundry service keeps it simple, clean Technology available, but training is key

could be tracked using a hand scanner.

Today, radio-frequency identification (RFID) technology has taken linen tracking and inventory to another level. Chips are attached to goods, which then can be scanned, not one at a time but in batches.

A cart filled with RFID-tagged linens can be pushed into a scanner, and even in a mass of goods, each individual item can be scanned and the operation’s management system then updated as to the location and status of each piece throughout the operation, from soil to shelves.

However, it is important to remember that any system, from fully automated RFID to manual soil counting, is only as good and effective as it is properly implemented. Recognizing this fact, those using the systems

Laundry employee training is key for effective use of inventory tracking technology. (Image licensed by Ingram Publishing)

Keep Rewash Solutions Simple

This month’s OPL 101 looks at simple, but effective, ways to reduce rewash.

Panel of Experts

Our experts offer their thoughts on acceptable methods for staging goods overnight.

Finishing Equipment

Laundry operators need to consider all variables for finishing equipment choices.

The Newspaper of Record for Laundry & Linen Management

Both employees and customers should be trained, author says

Small business grows from diaper service to commercial laundry venture

Simply Clean Laundry Service is a family affair for Mark and Kathy Huntebrinker, with children (from left) Caitlyn (12), Norah (10) and Ryan (8). (Photo: Simply Clean Laundry Service)

Your Views Survey:

Better training needed to improve industry

CHICAGO — Every business has room for improvement.

The key is to figure out where improvements can be (and need to be) made—and then to implement and follow through with the changes.

In the most recent American Laundry News Your Views survey, laundry managers were asked how the industry could be improved. Top of the list? Training.

“Employees need continuous improvement training,” one respondent writes.

Another adds, “There are not enough resources in terms of education, assistance, etc.”

When asked, “In what areas do you think the industry needs improvement?”, almost 36% of survey takers cited training. That’s more than double the next closest response of “sustainability,” with 17.3%.

Behind sustainability, more areas of improvement identified include cost management (nearly 14% of respondents), certification/accreditation (11%) and labor relations (nearly 10%).

Almost 13% of respondents had their own thoughts on areas for the industry to improve.

“Public relations,” shares a survey taker. “Letting the public know how ‘green’ we are and what we do.”

“Safety,” adds another. “We have just had our workers’ comp insurance cancelled because of our industry losses. Our rate goes up every year, and we have never had a claim.”

“Mutual respect, cooperation,” writes a respondent. “Less politics and ego.”

When asked for their No. 1 recommendation, overall, for improving the industry, training was the area receiving the most comments.

“We need a development program for engineers, prior to them having a job in the industry,” writes a respondent. “Develop regional technical schools that are designed to work on equipment in our industry. After completing the certification, the laundry companies who sponsor the training will have first crack at hiring the ‘graduates.’ Our industry needs good mechanics and production managers.”

“Need better-trained maintenance people to keep equipment going,” another adds.

Other commenters took on training in areas of a laundry beyond maintenance and engineering.

“Formal training needs to occur at the route rep level,” one suggests. “They’re the key to providing excellent service, and yet we don’t recognize that they need high-level, detailed, industry-specific training. They receive almost no soft skills customer communication training.”

“Training of incoming management,” writes an operator. “There’s a real lack of a laundry-specific knowledge base in many of today’s managers.”

One way to figure out what training is necessary is to look at where laundry/linen operators have heard the most complaints from custom-

ers. Just over 32% indicate that customers have complained the service “doesn’t fill orders correctly or runs shorts on items.” That’s followed by high service costs at nearly 25%.

Quality complaints, in the form of not cleaning or pressing/ironing goods well enough, came in at 11%. “Doesn’t deliver on time” was cited by 7.4% of survey takers.

When asked, “In what one way can laundry managers or textile rental operators best improve the industry?”, the top answer was “provide good customer service.” Just over 32.1% of survey takers selected that response.

As with training, customer service was high in comments for the No. 1 recommendation to improve the industry.

“Improve service to the customers, and strive to be a quality and low-cost operator,” writes a respondent.

Another adds, “Be consistent so trust will be developed with customers.”

“Better quality and better end-user results, which can grow my top and bottom lines,” a respondent indicates. “Commoditization (lowest cost, lower quality) is the enemy of overall growth and profitability.”

Besides customer service, ways that survey takers indicate managers and operators can improve the industry include properly functioning equipment (24.7%), providing a comfortable and safe working environment (22.2%), and using environmentally friendly chemicals and providing timely pickups and deliveries, both with shares of 3.7%.

Nearly 14% of those who answered the question about how laundry managers can help improve the industry offered other options.

“Cost versus value must make sense,” a respondent writes.

“Design operation processes and systems to monitor and evaluate every step/personnel and manage bottlenecks,” writes another. “Usually, laundry processes are not viewed by managers as a system that’s part of a whole operation.”

Another suggestion hearkens back to the training issue: “Improve the knowledge base of the industry employees to accept robotics,

Publisher

Charles Thompson

Phone: 312-361-1680

E-Mail: cthompson@ ATMags.com

Associate Publisher/ National Sales Director

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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: 866-942-5694

E-Mail: mpoe@ ATMags.com

Production Manager Roger Napiwocki

Digital Media Director

Nathan Frerichs

Phone: 312-361-1681

E-Mail: nfrerichs@ ATMags.com

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Jim Buik • David Barbe

Phil Hart • Janice Larson Tom Marks • Richard Warren

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Simple, yet effective

You could say the theme of this issue of American Laundry News is “simple.”

To be more precise, not overcomplicating laundry/linen service solutions, rather, using simple, yet effective, solutions.

Heck, it’s part of the name of the laundry business profiled on page one: Simply Clean Laundry Service, which operates in the St. Louis area.

Owners Mark and Kathy Huntebrinker “simply” started because they liked a local cloth diaper service. Over the years, the business grew into processing commercial accounts and moved into larger buildings by simple, effective means: quality service, staying out of debt, effectively using the skills of employees, etc.

In this month’s OPL 101 (page 12), author George Latus, manager of laundry services at White River Health System, Batesville, Ark., offers simple solutions to

The Editor’s Desk MATT POE

deal with rewash. From simplifying chemical strategies to having employees use the “sniff test,” Latus shares how on-premises laundries can reduce rewash through simple process changes. Sometimes, it’s important for the laundry/linen service industry to “simply” lend a helping hand. That’s what Tingue employees did in May during a training meeting in New Orleans (page

15). About 50 employees helped the New Orleans Area Habitat for Humanity work on two houses for people who are still recovering from the devastation of Hurricane Katrina in 2005.

However, not everything can be simple in the industry. Take selecting finishing equipment, for example. There are all types and sizes of finishing equipment out there, and automation advances have changed the game.

Starting on page 18, finishing equipment manufacturers offer their expertise on technological advances and ways a laundry operator can go about selecting the proper equipment—trying to make it a little simpler, if you will.

Of course, beyond these articles, you “simply” have to check out the rest of the news and departments in this issue. I’m sure you’ll find at least one thing to help keep it simple—and keep it clean, everybody.

OSHA investigating laundry death

CHICAGO — The U.S. Department of Labor’s Occupational Safety and Health Administration (OSHA) is investigating the accidental death of an employee at a Niles, Ill., laundry facility.

According to a press release from the Niles Police Department, officers were called to EcoDirect Laundry & Cleaners at around 10:41 p.m. on May 8 for a man stuck in a laundry conveyor belt.

Police and fire department personnel arrived at the scene to find 42-year-old Pascual GonzalezHernandez stuck between a dryer and a laundry conveyor. The fire department checked on the victim, but found no signs of life.

The release from Niles police says that in reviewing surveillance video, Gonzalez-Hernandez was seen attempting to remove a towel hanging from the dryer in front of the conveyor. The release goes on to say that in the video, the system then appears to move upward and then stop. Officials believe that is when Gonzalez-

Hernandez became stuck.

The victim was discovered around 10:25 p.m. when another employee noticed the washer and dryer were not working and investigated the cause.

The Cook County Medical Examiner’s Office says the incident appears to be accidental, and OSHA is investigating the incident, as is protocol in these situations. OSHA says there are no results to report at this time.

“This is still an open investigation,” says Rhonda Burke, deputy director for public affairs for the U.S. Department of Labor. “The U.S. Department of Labor’s Occupational Safety and Health Administration has up to six months to complete its investigation, issue citations and propose penalties if violations of safety and/or health issues are found.”

EcoDirect did not respond to American Laundry News’ attempts to reach officials there for comment on the incident. ALN

Some managers believe that giving customers what they want is the best form of customer service. Customers are always sure of what they want and will strongly ask for it, unless they are educated as to why what they want is not really in their best interest.

Sadly, many managers never try to explain why a particular request is not a good idea. They either refuse the request and disappoint the customer, or they give the customer what they want and live with the negative consequences to their operation.

I will use a couple of examples to illustrate my point. A small, highly lucrative customer does not want any of its linen tied in bundles. The normal service system is based on all linen being tied into standard item bundles. Since this customer has a legitimate need to this request, and because meeting its request will not be overly difficult based on the size and frequency of the order, you decide to meet the request. The customer is happy, you are happy, and there are minor, if any, negative consequences.

Another customer requests the same thing, and it happens to be one of your largest customers. The accommodation you made for the first customer will not work for this one. You determine that in order to effectively meet this customer request, you would need to eliminate the bundling and tying system in the laundry. The laundry was originally designed around the automatic tying of bundles.

Meeting this customer request will require the removal of a number of conveyors and automatic tie machines. While this can be engineered and handled, the overall efficiency of the movement of linen through the laundry will be hurt. Employees who have never been asked to pack carts or count above 10 will need to develop new skills. The flow of finished product through the laundry will slow down.

More importantly, delivery crews at all hospitals that have relied on the bundles for speed counting and restocking of shelves will be slowed down. Hospitals that try to count and manage their inventory will find their linen room inventory much more difficult to manage.

Unfortunately, there is no real right or wrong answer in this situation. The manager must decide which of the two options is better for his/her operation and which is the most cost-effective. The local market may dictate that the predominate style of service is bulk linen with untied bundles. To swim against the accepted service level is difficult.

Either way, the manager is going to have to explain in great detail about why the change was or was not implemented. If the requested change is not implemented, then he/she will have to try to explain why the current system is really in the best interest of the customer. Failure to do a good job could result in the loss of the customer.

If you implement the requested change, you will need to explain to your boss why the laundry will be less efficient for a while during the changeover procedure. There is a chance that the laundry will never be as efficient as it was before the change. If that happens, what is the increased cost? It is vitally important to understand how everything goes together.

Customer service is not easy, and it takes real salesmanship to convince either your boss or the customer about the recommended changes. It also helps to brainstorm with your staff and determine what advantages and/or disadvantages will result from the change and how that will affect the profitability of all your accounts.

This is where a manager truly earns his/her salary. ALN

Eric Frederick served 44 years in laundry management before retiring and remains active in the industry as a laundry operations consultant. You can contact him by email at elfrederick@cox.net, or by phone at 540-520-6288.

From

COLUMNIST AT LARGE Eric L. Frederick, RLLD

Victim found stuck between dryer, laundry conveyor system: police

It was in 2011 that the business had grown enough for the couple to rent a 1,500-square-foot building and start washing the diapers themselves.

For the first seven years of its existence, the couple exclusively ran the business as a diaper service. Mark says that in 2013, they decided to venture into the commercial laundry industry.

“Once we had our own machines and the costs associated with renting a space, we knew we had to increase the size of our business and add revenue from commercial accounts,” he says. “We knew from our early experience of having our diapers washed that finding a service that specialized in washing customer-owned items instead of renting items was hard to find, so that became our focus.”

Mark says he and Kathy knew they would have to have additional revenue streams to take the business further. Commercial laundering of customer-owned items seemed like a niche they would fit perfectly into, so they made the move into commercial washing, he adds.

Early commercial accounts came by word of mouth, according to Mark. However, the couple knew it would take more than person-to-person advertising to succeed.

“Once we decided to go all in on commercial, we created a new website and started contacting businesses within certain markets that we knew could use our services,” he says. “Businesses such as chiropractors, massage therapists, maid services, doctor offices, etc.”

Within two years, the one-time diaper service had expanded to more than 20 commercial accounts. Mark says the business has continued to grow from there.

“Now we use mainly pay-per-click and SEO (search engine optimization) marketing to target new leads and customers,” he shares. “Potential client responses have been very positive. There are a lot of people out there looking to outsource the laundry aspect of their business, and we work to make that seamless and stress-free for them.”

The business kept growing, and in fall 2017, Simply Clean Laundry Service purchased and moved into a 4,200-squarefoot building. Besides increasing space and wash capacity, the new building also allows Simply Clean to park its vans inside for loading and unloading of goods.

“This allowed us to expand from our original two washing machines to five machines total,” he shares. “We process everything from cloth diapers to commercial items such as sheets, towels, microfiber, gowns, etc. Minus hand towels and diapers, we exclusively operate washing customer-owned items.”

Like many small businesses, Simply Clean Laundry Service faced challenges as it grew. Mark says those challenges are similar to what other growing small businesses experience.

“In our case, that was

mainly having enough space to scale, and hiring good people that fit into our culture,” he explains. “We alleviated the space issue with our recent building purchase, and that will allow us to add more machines and grow.”

As far as hiring good personnel, Mark says he and Kathy have a great team of employees, but that has taken a little time.

“We have learned a lot about what makes a great worker and someone to fit into our small-business family,” he adds.

Today, the laundry has seven employees and processes more than 300,000 pounds of goods a year.

As Mark looks back at the beginning of the business through to its current state, he says there are things he is proud of—and things he wishes he would have done differently.

“Looking back, we are most happy with how we managed our overall finances,” he says. “We did well in managing expenses, keeping costs down and not taking on any additional debt as we grew. This allowed us to price ourselves a little lower than others and still make a profit.”

What would he have done differently? Hired help sooner.

“I wish we were a little quicker to hire more help to do things that would allow us more time to focus on continued growth,” he shares. “I feel we worked ‘in’ our business a little longer than we should have, but we have learned from those decisions, and looking back I wouldn’t change a thing.”

To make the combination of diaper, residential and commercial markets of the business work, they believe in having good systems to help keep everything organized, Mark says. Each customer has specific wash, dry and folding instructions, so those are documented with a tagging system that stays with the customers’ items from the time the goods are picked up.

He adds that Simply Clean’s employees each have certain strengths, which is helpful in keeping the business running smoothly.

“For example, we have some that oversee and fold the residential portion of the service and others that focus more on the commercial portion, but all of our employees are cross-trained on our major accounts,” Mark says.

While the company has grown in size and service, it doesn’t plan to stop growing.

“We are excited to have the new space, and we are excited to continue our growth there,” shares Mark. “We would also love to add a drycleaning option for our cus-

tomers by partnering with an existing dry cleaner and work as the delivery portion of that. Also, we currently don’t press tablecloths, but going forward we would like to add presses so that we can offer that service.” ALN

The business moved into a new, 4,200-square-foot building in 2017. (Photos: Simply Clean Laundry Service)

Simply Clean’s new space holds five washer-extractors, compared to the two in its previous rental space.

Kathy and Mark Huntebrinker pose next to one of the three new vans Simply Clean uses for deliveries.

Caitlyn, Norah and Ryan Huntebrinker show off the laundry’s dryers.

Tools f the Trade

‘Made in USA’ hotel terry, sheeting collection launched

Standard Textile Co. Inc., a provider in the hospitality and healthcare textiles industries, has launched its “Made in USA” collection of terry and sheeting products engineered for hotels and hospitality properties, the company reports. As a pioneer of the American textile industry, Standard Textile says its new collection supports American innovation, domestic growth and smaller carbon footprints.

With the new “Made in USA” products, hoteliers receive unsurpassed durability, superior cost management and a luxuriously soft hand that guests will appreciate—all backed by patented technologies, the company says. These products also help move hoteliers forward on the path to sustainable solutions through Real Green , an innovative processing, production and performance system developed by Standard Textile.

ForeverSoft™ towels feature an ultra-soft pile yarn specifically engineered to be softer than traditional 100% cotton towels, 100% of the time, Standard

Textile says. Not only are the towels softer, but they also dry faster, allowing for energy and cost savings during the laundering process.

An advanced weaving technology also helps reduce laundering costs for the new Transitions™ terry by imperceptibly controlling the distribution of pile height. The result? A high-quality towel with the highest pile in the centermost parts of the towel to provide an exceptional guest experience at a lower overall product weight, according to the company.

After a long day of travel, business meetings or exploring the sights, hotel guests want a good night’s sleep on a great set of sheets. Standard Textile says its new, uncommonly smooth UltraTwill™ sheets and pillowcases make this product line an ideal bedding solution for hotel guests and hoteliers alike.

www.standardtextile.com 800-999-0400

Leonard Automatics has introduced a new and upgraded steam-heated finishing cabinet (the SC-34) that can reach production rates, depending on size of garment, in excess of 100 garments per hour, the company reports.

Leonard Automatics says its SC-34 is perfect for removing wrinkles and refreshing garments or other products

while on a hanger. The Leonard SC-34 is also incredibly easy to use, according to the company. Open the door, hang the garments on the garment rod(s), close the door and press the start button. The unit is programmable to meet steam conditioning and drying times required.

www.leonardautomatics.com 704-483-9316

Fujitsu Frontech North America Inc., a producer of innovative technology and front-end solutions, has developed new antenna technology to create washable UHF RFID tags 30% to 40% smaller than current tags, allowing them to be inserted into the smallest seams of washable items, the company reports.

The new fifth generation “super-slim” washable RFID (radio frequency identification) linen tag is targeted for availability in the fourth quarter of 2018, Fujitsu says. The company debuted the new “super-slim” tag, as well as its WT-A533 Linen tags and WT-A533L Fashion tags, at RFID Journal Live in April at the Orange County Convention Center in Orlando.

“Fujitsu’s advanced engineering and antenna technology enables us to create the most state-ofthe-art solutions for washable RFID tags in the world,” says Michi Sugawara, president and CEO of Fujitsu Frontech North America. “We are listen-

ing to our customers who have requested reducing the width of our tags to allow easier insertion into garments and linens. After extensive design and optimization, we have created the new super-slim linen tag. This new tag demonstrates our commitment to design innovation and will provide greater customer satisfaction by enabling manufacturers to easily integrate our tags in a broader range of products.”

The company says the tag has advanced antenna and mechanical design, like its predecessors, which gives it extra strength and reliability in heavy-duty industrial garment and flat linen laundry applications.

The company says customers will have the ability to perform bulk reading of hundreds, even thousands, of articles simultaneously in seconds with very high reliability and bulk-read density.

www.fujitsu.com 949-855-5590

Six Disciplines, the provider of a new type of business management system for purpose-driven leaders, has introduced the Clean Data Laundry Decision Dashboard , a new offering for the laundry industry that provides detailed visibility of key financial, operational and service information, the company reports.

Six Disciplines says the dashboard provides a single view of data and enables an organization to visualize information from systems such

SonicAire Inc., a manufacturer of overhead dust control fans, has introduced the company’s latest product offering: a UL-approved fan designed for operation in hazardous locations. The new SA XD2 is UL-approved for Class II, Division 2 environments, the company reports.

as Spindle™, Alliant™, ERP systems, Salesforce and other sources in a centralized location.

www.sixdisciplines.com 866-344-8517

Along with reducing manual cleaning expenses for a facility, the SA XD2 also helps facilities maintain compliance with relevant NFPA and OSHA regulations. Most importantly, the SA XD2 and other SonicAire fans help keep employees safe from combustible dust hazards.

www.sonicaire.com 336-712-2437

Laundry system ‘dashboard’ assists in making informed business decisions

Upgraded steam-heated finishing cabinet is now available

New fan approved for hazardous locations

Smaller, washable UHF RFID tags to debut in 2018

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must train both laundry staff and customers.

Regrettably, it is not uncommon for a company to invest in the latest and greatest technology with the assumption that it will solve their problems, only to be disappointed with the results. Without proper planning, training and implementation, the new system will not reach its fullest potential.

There are steps a laundry operation can take to train both employees and customers to achieve maximum results with a linen inventory tracking system.

First, utilize your vendor. All inventory tracking systems serve three main functions: to reduce linen loss, to assure accurate deliveries and to assure loss billing integrity. However, options and complexity can vary greatly from one system to another.

Work with your vendor to identify which options are best for your operation, but be careful not to “cherry-pick.” Although some of the available features may not apply to your operation, you are investing a significant amount of time and money in your new system, and you should take advantage of every option possible.

Once you have identified the extent to which your new system will be best utilized, ask your vendor to provide a training program. This should include initial on-site work with your current team, as well as a program that can be used with future team members.

All those involved should understand their roles in making your new system successful. Production operators need to understand the equipment and hardware, service managers and route service representatives (RSRs) need to understand the reporting, and your customers must know the system’s benefits to their operations.

Any new equipment or system, especially those that are technology-based, can be intimidating to production operators. Thorough training and demonstration will help to alleviate this concern. Be

sure to explain why you are introducing a new system and provide regular feedback.

Similarly, service managers and RSRs must not only understand how to run or analyze the new reports, they also must be comfortable educating and explaining the new system to your customers. Your service team should study the information and role-play various customer scenarios using sample reports.

Customer pushback should be expected, and the service team must be prepared to address this. It is also a good idea to do a trial period of a month or more

to identify any concerns before introducing the system to your customers.

Your customers must understand the value of your new system. It is not likely that increasing loss charges will be well received; however, with proper explanation, most will understand and accept that inventory loss and overstock does occur. Be prepared to use your new system to quantify this loss and build your professional credibility.

Before you start, you should identify your target. What will make this new system successful? If your current replacement

costs are X%, establish an ending replacement goal (as well as a deadline) that is consistent with your expected return on investment (ROI).

After setting your ending goal, establish interim, incremental goals so that you can track your progress. It is very important to measure your progress. If you don’t achieve an interim goal, determine the root cause as to why and make adjustments. Do not wait until your final deadline or it may be too late.

Lastly, implement “simple, repeatable processes” when administering your new system. Office administration or service management should run the reports regularly on the same day of the week or month.

Similarly, the results should be reviewed with

your RSRs or customers according to a predetermined schedule. Establish a routine and your customers will grow to appreciate your ability to communicate loss and usage effectively.

Linen inventory tracking technology is advancing, making tracking and inventorying easier than in the days of hand counting. However, we must remember that people are still involved in the process. The latest and greatest technology won’t be of much use if both employees and customers aren’t trained on the system.

Technology combined with training can greatly enhance your linen inventory tracking. ALN

Sam Spence is a consultant for TBR Associates, part of the Tingue family of companies.

Spence

Educating customers on an inventory tracking system shows its value.

Barcode tagging of linens made inventory tracking easier. (Images licensed by Ingram Publishing)

Got rewash? Keep solutions simple

BY GEORGE LATUS

BATESVILLE, Ark. — Laundry can be as simple or as complicated as you want to make it. As a newcomer to the industry six years ago, the laundry I inherited was, quite honestly, the latter. So, when I had the opportunity to redesign the operation from the ground up, my focus was on keeping it simple. This is possible, and don’t let anybody tell you different.

We are a hospital laundry processing 1.5 million pounds annually. Our standards are high, and we managed to keep our operation simple.

What I liked about the laundry was the manufacturing pace. The flow varies little from day to day, making it easy to take a manufacturing approach to the task. Doing so not only streamlines the department, but also requires a heavy emphasis on process.

So that’s what we did. Starting with a blank canvas, we updated equipment to higher-featured UniMac models and took a hard look at the processes staff was working with.

One of the main areas where we needed simplification was in the chemical realm. We were constantly having to adjust dosages, and going through a ton of chemicals. It was far too complicated. I set about to simplify it and put emphasis on reducing the growing volumes of rewash. Let’s face it, rewash is a killer for any laundry room.

THE BASICS

As I mentioned at the onset, the laundry I inherited was complicated. We had six buckets of chemicals, and it seemed the chemical rep was a constant figure in our laundry, trying to adapt formulas and programming. My first step in retooling my laundry and seeking to reduce rewash numbers was looking at the other options available.

The result was simple. We went from six buckets to three, with one basically carrying the weight of the majority of wash cycles. Simple meant reducing the number of variables. Nothing complicated there, and yet the move delivered far more consistent results.

Next, we began separating linens by item and soil level—that’s roughly 14 types. Again, I don’t think this is a groundbreaking piece of processing. However, I do think it’s a commonly over-

looked method for having a significant impact on rewash percentages.

It’s really about staff awareness of the condition of linens that come in. The quicker you can catch significant stains, the easier it is to deal with them head-on, versus rewash. While actions such as clean linen dropping on the floor can’t be prevented and will produce rewash, much of the volume of rewash can be reduced. It’s about knowing the actions and factors that impact that percentage.

WASH QUALITY

Once the washer-extractor door is closed, there is no guarantee of quality. Again, educating staff on standards and warning signs of an issue can head off bigger problems and bigger rewash volumes.

It may seem basic, but I encourage staff to use the smell test. If loads emerging from the washerextractor don’t have that fresh smell, it’s an opportunity to investigate further or bring it to my attention. That’s when we look at what may be impacting quality and, as a result, our rewash.

Perhaps the chemical dosing is an issue. In our laundry, we set a baseline for chemical usage and mark the bucket each day. At the end of the day (or before we start the next morning), we measure the level to make sure the proper amount is being added. This small, simple action can head off any issues before they become larger problems, which in a hospital environment can be quite immediate.

Bottom line here is empowering staff to ask questions and stay alert to any red flags.

BECOME A DETECTIVE

What is the root of rewash? Stubborn stains, etc., that make it through a wash cycle but aren’t clean enough to make it back to the floor. While there will always be random stains that are difficult to manage, often a controlled environment like ours will see volumes of the same stain. This is where preventing rewash involves a little bit of detective work.

In one example, we continued to battle a tough stain on a regular basis. Our normal wash cycle was not completely removing it. Up to the floor I went.

With a little bit of digging, we identified the stain as betadine, an antiseptic used before procedures. Knowing the type of stain we

were dealing with, we now could design a pre-treatment strategy and a wash cycle that would lift the stain—no more rewash issue or linen loss.

Another example involved linens coming in completely trashed, heavily stained and with shoe prints on them—beyond the norm. These were tough stains that were contributing to increasing rewash and pieces being ragged out. Investigation here uncovered that ambulance crews were using them to wipe down the floors in their rigs after a call.

The fix was simple. We added blue towels to our stock for this specific purpose. The blue stands out, and we know these are wipedown rags that do not have to be stain-free like other linens.

KEEP IT SIMPLE, THINK OUTSIDE THE BOX

Simple has been the operative word for our operation, and it has delivered results. It even extends into our chemicals and formulas. We are not aggressive in our rewash. Simple rewash includes scoops of Arm & Hammer detergent at 160 F for 20 minutes and the use of chlorine bleach (chlorine is the final step—peroxide bleach has been highly effective for our heavy soils).

I would venture to say that not many on-premises laundries are using this simple formula. But we took an out-side-the-box approach from the start, and it

has worked well. At present, our rewash is only 1%; comparatively, the national average is 3-5%.

Another outside-the-box idea: Get other staff involved. Linens with tape on them can be a challenge in a medical laundry. Again, if it’s not discovered, it will contribute to rewash. Removal of the residue is challenging and involves scrubbing. Complete removal is often not possible. So, after a few washes, the tape residue picks up fibers, becomes visible and not usable.

Knowing this, we collected the tape we found and shared it with nursing staff, citing that this reflects “X” amount of linens that were ragged out. Raising awareness didn’t completely eliminate the issue, but it did help reduce the practice. The point is that when other departments are made aware of how their actions impact other areas (and the facility’s bottom line), it’s generally well received and people take corrective action.

FINAL THOUGHTS

Want to reduce rewash? Stop overthinking it and deploy a few simple process changes. They will have an impact. Empower staff to be more than just task masters. Ask them to be partners in quality. Do the same with others in your facility. Rewash and

actions that reduce the lifespan of linens have an impact. Help them understand their role in the process, while asking them to be partners in quality.

From there, it’s a matter of adjusting the wash process and its four simple elements—time, temperature, chemical action and mechanical action. Never underestimate simple stain removal practices or reducing the amount of chemicals going into the wash cylinder.

Remember, we are a hospital laundry serving a 160-bed facility and various satellite locations, and our base chemicals are a standard detergent, bleach and softener. For heavy soils, we are still employing just a standard off-the-shelf detergent, chlorine bleach and several spotting agents. Simple.

Our rewash is at 1%, but by no means are we satisfied. We can do better. Challenge your staff in the same way to develop and adhere to simple process changes to reduce rewash. You will be amazed at the results. ALN

Latus

George Latus is manager of laundry services at White River Health System, Batesville, Ark. He is a Registered Laundry and Linen Director (RLLD) certified by the Association for Linen Management. He can be reached at glatus@wrmc.com.

When it comes to rewash, simple measures rule the day, author writes

(Image licensed by Ingram Publishing)

PANEL OF EXPERTS

Overnight linen-staging practices

happen, and fortunately in that case, the sprinkler system saved the laundry.

Every laundry has different challenges and production requirements, but one should always make sure it is not sacrificing potential safety or cleanliness of linen issues for the sake of production.

From a smaller-laundry standpoint, linen storage at the end of the day is always a challenge for us.

We operate two shifts per day with the second shift processing linen primarily for the next morning to build the day’s delivery carts. We have a period of time between midnight and 6 a.m. where the laundry is not operational.

In a perfect world, all linen would be neatly stacked and ready to go out to the linen rooms in linen carts, but we do not have the space or labor available. We will wash and dry the linen and then store the unfolded linen before it has been put through the towel folders in linen carts at night so the morning shift can run the towels.

There is only a skeleton team at night used to sort and wash linen. This allows the first shift to begin running the terry right from the beginning of the shift, and then the wash deck team during the day continues washing and drying to keep the towel-fold machines operational.

For our purposes, since we have all conventional washers, we will load the washers at the end of second shift with linen ready for the morning shift to start, and we have a set process of what should be loaded into those washers based on the resort needs. If you leave clean, wet linen in a washer, you must be careful not to let the linen go bad. It should be processed within one day.

Another caution is leaving linen in a dryer overnight, especially if you do not properly have a good cool-down process. Combustion can take place if you are not extremely careful with unattended linen. I have personally seen once in another laundry, firsthand, how quickly this can

The staging of goods is a key item in accomplishing a good start-up and a strong operating day.

There are so many variables in what we do and how we accomplish our duties that hard-andfast rules will often be subject to operational needs at any given time. But, assuming all things are equal, you can plan for your preferred options.

One option is to stage your highest-volume items at the front line to allow for a strong start and perhaps an earlier finish. You can consider staging the most laborintensive items in the front and starting your team off working with these items. This could help reduce the chance for troubles later in the day interfering with getting these items processed.

You can stage based on your shipping order and run what goes out first at the start. Running the items that process quickly or slowly at the start, like quickdrying items or heavyweight full dry, can give your operation a fast or more measured start, and that pace could set the entire team’s tempo for the day.

The choices are only limited by the manager’s vision and the physical barriers of the operation. Since the goods mix and facility configurations are so varied from program to program, I would encourage you to experiment and trial various options and combinations to determine what works

best for your program.

Remember that as your operation continues to evolve over time, periodic review or revision will keep the “wheels” well balanced on the operation.

Healthcare operations do not typically leave linens in conventional washer-extractors or tunnel washers overnight. This is done to reduce the potential for pathogenic microorganisms to colonize the linen and/or inside of the washer.

I have seen operations that stage unwashed soiled in the washers overnight to aid a quick start in the morning, but I have not practiced this myself as I do not have confidence that the proper daily cleaning of the washer will be accomplished sometime later in the run.

Healthcare programs also do

not plan to leave wet or dry goods in dryers overnight both for the potential for growth of pathogens as well as for fire/safety concerns. Stage your product for optimal productivity and ease of processing for the facility. Product must be available when needed and should not interfere with what needs to be processed and delivered.

this rarely affects the quality of the items, unless it is 100% polyester. Then, depending on local conditions, they may dry out too much overnight and cause wrinkles in the product that will not iron out without enough moisture in the fibers.

I would not leave items overnight in the dryer for one reason: Unless you are certain of the line temperature after drying and cool down, there is always the chance the load is too hot, and spontaneous combustion can occur if the load is not properly cooled down.

I see no problem with items left overnight in the washer, since

If the load is too hot, it will also help set wrinkles in the product as it cools, and to release that wrinkle, the linen needs to be brought up to temperature to release the wrinkle in the fabric.

“How should I stage unfinished goods at the end of the day? Can I leave unwashed goods in a washer overnight? How about keeping washed goods in the washer or in a dryer? Does market or textile type make a difference in staging?”

Equipment Manufacturing Keith Ware

Lavatec Laundry Technology Inc. Beacon Falls, Conn.

Hotel/Motel/ Resort Laundry

Phil Jones, CLLM Vistana Signature Experiences Orlando, Fla.

(Image licensed by Ingram Publishing)

Healthcare Laundry

Richard Engler, CLLM John Peter Smith Health Network Fort Worth, Texas

The power of a helping hand

While in New Orleans for training, Tingue helps Habitat for Humanity

BY JENNIFER BUSSEY

NEW ORLEANS — For most, 1,100 square feet might not seem like much, but to those who have little to nothing, it could mean everything. We all remember the chaos and destruction wrought by infamous Hurricane Katrina in 2005.

However, none remember so well as the millions who were directly affected by the storm. Forced to evacuate, New Orleanians returned to such devastation that there was nothing to do other than start over. But how do you start over when you have nothing to start with?

As the high water receded, a new and welcome flood of relief efforts began streaming into the area. Individuals, organizations and companies from across the country came together to lend aid. Known for its construction of decent and affordable housing, Habitat for Humanity has been actively involved in the rebuilding efforts along the Gulf Coast.

Together with the volunteered labor of people from all walks of life, it has built more than 6,000 houses in that area since the storm, more than 600 in the city of New Orleans. Several programs are available for those who want to get involved, whether it’s a renovation or a build from the foundation up.

One company that recently sought involvement was Tingue, a family-owned and -operated organization in the commercial laundries industry. In April, Tingue took the opportunity to reach out to the New Orleans Area Habitat for Humanity (NOAHH) and lend a hand while personnel were in the city for a training seminar.

About 50 Tingue employees from the sales division, along with CEO David Tingue and President Ty Acton, spent a day working in small groups on two Habitat homes.

Stepping away from their normal routine of sales and installation, each group was given an assignment and guided through its completion with a Habitat member on site, making thorough checks to ensure quality and safety standards were met.

Regardless of the construction experience of each individual, every hand had work to do. The Tingue team helped with various phases of the build, from painting and sanding to, quite literally, putting up walls.

“We wanted to help in our own small way, be a part of providing homes for the less fortunate,” says Acton. “The event was so incredibly rewarding for our team, and

the Habitat community was gracious and extremely appreciative to have the help.”

NOAHH members found a task for every volunteer, giving them the chance to learn new skills and bond as co-workers on a new level, all while donating time and energy to those in need.

Future homeowners are also involved in the builds, as they are required to contribute a certain number of hours in work, not only on their homes but on those of other future Habitat homeowners as well.

In addition to the hours, or “sweat equity,” that a future homeowner contributes, first they

must meet certain criteria to be eligible to enter into the program.

They must have a genuine need for Habitat housing, have the ability to pay a monthly mortgage, have at least two years of stable income, undergo a credit check, and show willingness to partner with Habitat for Humanity in construction and take classes that will prepare them for homeownership. All these things combined give them their best chance for success and guarantee that the time and energy of everyone involved is well spent.

Volunteers can be confident that their hard work will be around for the future generations of the families they are helping.

Habitat for Humanity strives to build homes that will withstand time and the elements.

For instance, NOAHH homes are built in accordance with the same building codes used in Florida, among the strictest in the nation. Stronger fasteners to hold on roofs, elevated foundations to help protect against flooding, and hurricane kits that include pre-measured boards for covering windows, complete with predrilled holes for easy placement and removal, are just a few of the preventative measures utilized.

Local resources are used in the

construction of NOAHH houses, helping to ensure that the homeowners will be able to acquire the same materials in the future for maintenance and renovations while simultaneously promoting the growth and survival of the local economy.

The Tingue company found that volunteering for NOAHH was the perfect way to give back to a community that it visits so often. Volunteers gained more than just the satisfaction that comes from giving. The experience was

an invaluable and unique teambuilding opportunity.

New and seasoned employees, sales reps and executives alike had the opportunity to work alongside each other, converting their work ethic and communication skills from the office to a building site. Truly, the benefits extend to more than just the families who will make these houses into homes.

“After doing this event, I believe more companies in our industry may want to get involved and give back to a community in need,”

says Acton.

The Tingue team would like to encourage other organizations, in and out of the commercial laundries industry, to reach out to their local Habitat for Humanity for a chance to assist in build opportunities within their communities and their companies.

More information can be found by visiting www.habitat.org or by calling 1-800-HABITAT.

Jennifer Bussey is a freelance writer from Georgia.

During a sales seminar in New Orleans, Tingue employees helped out the local Habitat for Humanity. (Photos: Tingue)

A crew surveys the flooring of a Habitat house.

Volunteers put the finishing touches on one of two New Orleans-area houses for Habitat for Humanity.

Tingue employees erect a wall frame at one of the two homes they helped build.

Tingue President Ty Acton (left) and CEO David Tingue found the day rewarding for their team.

Getting ready for the big finish

BY MATT POE, EDITOR

CHICAGO — Finishing equipment comes in all shapes and sizes.

Spreader/feeders, small-piece feeders, steam and self-contained flatwork ironers, large-piece folder/crossfolders, small-piece accumulation, small-piece folding, garment finishing tunnels, garment folding, walk-off mat rolling—there is finishing equipment for every size and type of linen and laundry plant.

And advancing automation is changing how finishing equipment operates. So, how is a laundry supposed to choose the best finishing equipment and system for its operations?

American Laundry News spoke with several manufacturers of finishing equipment to find out how the technology has changed and what factors a laundry needs to consider to help select the proper equipment.

AUTOMATION LEVELS

Joe Gudenburr, president of G.A. Braun Inc., says the past five years have probably been more active in terms of product enhancements, the advent and application of new technologies to the industry, and in the development of new product offerings/ product line extensions.

“Automation is a very interesting topic, as I think we, not unlike many industries, allow the marketing to get a bit ahead of the reality,” he shares. “Automation is a must in today’s challenging labor environment, and companies must be constantly evaluating opportunities to apply new processes to their operational environments to be more efficient and competitive. The key is making certain that the buying party understands the responsibilities that come along with an automated environment.”

As an equipment manufacturer, Gudenburr says Braun looks to incorporate all the newest positive motion control with positioning feedback on products, where practical.

“Just as Moore’s Law is one manifestation of the rapid advance and exponential growth of technology in general, the technological innovations and advancements in Lapauw’s machinery have increased with similar speed within the past five years,” says David Bernstein, president of Lapauw USA. “Today’s equipment is more productive than ever before, and

just as—if not more—reliable.”

He says the company’s equipment is designed by a growing team of engineers in the research and development department, using the latest computer design and modeling software, and is manufactured using state-of-theart machinery and techniques.

“The goal of automation is to streamline the flatwork finishing process to continually increase productivity and labor savings while minimizing room for error,” says Tom Kindy, regional sales director for Chicago Dryer Co. “Chicago® has worked toward this by introducing new equipment and technology that makes the flatwork finishing process more efficient for everyone, from the manager to the mechanic to the operators.”

Gudenburr says that in recent times, the evolution of industrial technology has provided advances with servo drives, steppers, precision actuators, and low-cost frequency drives to be coupled with powerful touchscreen PLCs (programmable logic controllers).

“Obvious gains are with simplified control of system motion and repeatable component operation with feedback monitoring,” he says. “As engineered into our newest sheet feeder, the interconnected use of smart components with PLC I/Os (input/outputs) allows the engineer on site to identify the need for planned proactive maintenance rather than reactive repairs with detail pinpoint troubleshooting.”

Leonard Automatics is another manufacturer to see growth in PLC usage.

Dan Farnsworth, vice president of sales and marketing for Leonard, says most of the company’s large equipment utilizes Siemens PLCs for operation.

“Over the last five years, these controls have become faster, more reliable, and provide greater functionality than ever before,” he says. “Particularly when you look at the online troubleshooting and reporting capabilities.”

Colmac sales representative Jeff Hughes also mentions PLCs as recent innovations in tunnel finisher automation.

“Equipment PLCs are designed with safety, efficiency and maintenance in mind,” he says. “Onboard diagnostics are integrated into the PLC, assisting in maintenance and minimizing downtime.”

Keith Ware, vice president of sales for Lavatec Laundry Technology Inc., says improved controls allow for more folds, feeding options and automated counting; ergonomically designed feed stations; and stackers that are able to separate up to three types of sheets on different stacks. He adds that data management has also improved to assist management in evaluating the plant.

Joseph Amaral, vice president of corporate sales for RAMCO Laundry Machinery, says most of the changes have taken place in the data manager aspect—being able to do full reporting on production, service and maintenance accountability of the finishing equipment.

Rick McElhose, another Colmac sales representative, says automatic hanging stations assist with the loading of tunnel conveyors by making sure every conveyor hook is filled. These hanging stations allow operators to see a 30-40% increase in productivity over traditional hanging. Automated hanging provides maximum tunnel efficiency and throughput,

he adds.

Another advancement Hughes notes? Automatic lint screens.

“Automatic lint screens save employee time and labor by reducing the need to be cleaned from multiple times daily to once per day,” he says. “Continually cleaned screens allow for even airflow in the tunnel and maximum finish quality.”

Kindy says Chicago® has worked to develop technology that optimizes a laundry, such as conveyor delivery systems with traffic control technology, quality electronic assurance camera systems, as well as data accumulation and reporting tools for tracking flatwork finishing production data.

He says that gathering data directly from the equipment, such as from its CHI•Touch control system with the new CHI•Trac Electronic Data Accumulation and Reporting System, provides far greater detail on significant data points than “add-on” systems. This allows customers to carefully manage the efficiency of their laundry from a computer or mobile device and easily identify where improve-

ments can be made.

There are many factors that affect the type and level of automation specified in a given facility, but in 2018 one of the main issues is the cost and availability of labor, Bernstein points out.

“Minimum wage is increasing all across the U.S., indeed, across the world, but laundry operators’ attempts at raising prices are too rejected by customers,” he says.

“In these cases, laundry operators have a need and desire to reduce labor as much as possible, so in many cases laundry automation shows a huge and fast return on investment.

“Of course, an added benefit of many of these technologies is an increase in employee safety, not to mention increases in quality, accuracy and productivity.”

Still, Gudenburr says two things must be in place for any business to be effective, and for any automated solution to perform consistently and reliably: the proper human resources (skills, attitude, culture, accountabilities), and the proper processes to make certain that the people and equipment can be effective (ownership commitment).

Finishing equipment has advanced in technology, and operators need to consider all variables in selection

(Image licensed by Ingram Publishing)

Gudenburr

Kindy

Farnsworth

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Finishing

“If both don’t exist, the best solutions will fail,” he says. “Automation is not inexpensive, and a great deal of due diligence must be exercised by both the client and, equally as important, the seller.”

SELECTING THE RIGHT EQUIPMENT

So, with all the types of finishing equipment and technological advancements, how is a laundry operator supposed to choose?

Kindy says selecting finishing equipment starts with identifying the laundry’s goals, given the target market.

“We then need to understand the items that require processing and by what methods: ironing, dry folding, accumulating, hand folding, etc.,” he says. “We also consider the processes pre- and post-finishing and how that affects the laundry design. We need to analyze the spatial limitations within the building selected, available utilities, and process flow— ingress and egress. These items and more are key to refining what equipment will work best in their environment.”

Hughes says the important questions that need to be answered when considering an equipment purchase include the type of garments being finished, moisture content, garment material, quality of finish, as well as the quantity of goods an operator must process to meet customer demand.

“Answers to these questions have an immense effect on the type and size of equipment suggested,” adds McElhose.

Bernstein agrees that the type of goods being processed is an important factor in determining the design and requirements, especially with a new plant.

“Prior to putting pen to paper, there needs to be a detailed analysis of the products and associated volumes to be processed not only at startup, but also considering future growth,” he says. “Every single classification, no matter how small the volume, needs to be analyzed to determine the new facility’s requirements for equipment, automation levels, floor space, staffing and infrastructure.”

And, as automation changes, a laundry will want to change and grow with, Amaral points out.

“Make sure there is room to automate more later and access to get equipment in for replacement,” he advises.

The type of goods to be processed greatly influences not only the equipment selection, but the level of automation required, or

even available, says David Netusil, manager of sales support and marketing for JENSEN USA Inc.

“There is pretty much an automated finishing solution for most all large pieces (sheets, duvets, table linens). However, small pieces are a bit more difficult,” he adds.

In addition, Netusil says it’s extremely helpful to obtain a list of goods and their associated production count, preferably over a one-year period.

“That information is input into a spreadsheet that auto-calculates and provides an equipment selection,” he shares. “This is an outstanding starting point, but could require an adjustment specifically to the client’s desires.”

To Seth Willer, national sales manager for Girbau Industrial, the type of goods being processed matters for many reasons in regards to selecting finishing equipment.

“For example, if a laundry needs to iron several items, an ironer must provide the flexibility to handle all of them,” he points out. “Additionally, this might make a feeder with automatic sorting more important. Similarly, the thickness level of items impacts production. Girbau Industrial ironers automatically iron damp linens straight out of the washer. The ironers automatically speed up or slow down based on thread count and moisture level.”

“Our team works with the client to determine their product mix and what sizes of sheets, table linen, towels, etc., are being processed,” Ware says. “We then develop a plan based on that product mix for the equipment that will best meet their production demands and budgetary requirements. We also evaluate throughput of the equipment, based on the specifics of textiles and daily requirements.”

Ware says that Lavatec helps determine if a laundry’s linen is 100% cotton blends for throughput analysis, based on the equipment’s rated and realworld capacity.

“If they are processing a large amount of polyester products, we can help conclude whether clients need a steam or thermal ironer to match the desired output and quality levels,” he says.

Farnsworth says that when considering finishing equipment for any laundry, there has to be a good understanding of what goods are being processed, the growth potential, and the overall expectations moving forward.

“Not all laundries require significant automation,” he shares. “There are a lot of plants out there that are still very manual and very successful. However, if you are

looking at a mid-size to larger processing facility, the automation many times will have an attractive ROI from the labor side.”

Amaral says the type of goods a laundry processes will determine the ironer type and speed needed to process goods. It will also determine the number of large-piece stackers needed for separation of sizes after processing, and whether or not a laundry needs small-piece accumulation equipment and the number of folders needed before stacking.

Amaral offers the following example of how a laundry can select its finishing equipment.

“We were in an operation where the customer had three return-tooperator towel folders and four people sorting towels,” he shares. “We proposed three new triple-sort folders with rear discharge onto a consolidation conveyor. With this application, the feeders would not have to stop to pack terry, which would increase production by 30%, easily. Plus, you would not need to separate goods.

“One FTE (full-time employee) would be used to pack terry at the end of the conveyor, and the other three FTEs used for sorting can now be utilized in other areas of production. This scenario has maximized the efficiency of the FTE labor. The return on investment is less than two years on a 15-year expense.”

When determining the level of ironing quality, Ware says a clipped feeder usually provides a better leading edge than a cornerless feeder, but often the production capacity is slightly less.

“Which variable is more important to the client helps to determine the feeder selection,” says Ware. “Does the client process a significant number of napkins or pillowslips? What type of accumulator on the back end best works for the operators? It even includes selecting the type of large-piece stacker—if most of the work is based on a single-size sheet or tablecloth, do you need a double or triple sort stacker for the folder?”

Gudenburr also agrees that the type of goods processed has a significant impact on the finishing equipment selected for a plant.

“Too often, these things get overlooked, and people focus on a total poundage number,” he says. “That actually means very little, as the other variables dictate how you size the equipment and the process to be most effective, and to operate without bottlenecks or constraints.

“Nothing is ‘auto-magic,’ and it takes a coordinated approach by the suppliers and the client to see

that a vision can become reality.” While Farnsworth does agree that linen type influences finishing equipment selection, that factor may not be an issue for some manufacturers.

“For our mix of equipment, the ‘type’ of goods really does not play into the selection,” he points out. “It really revolves around pure production numbers.”

With any flatwork process, there are many variables to consider, according to Bill Brooks, UniMac North American sales manager. A lower processing speed and higher moisture content will provide the best-quality finish but sacrifice production speed, so production output is a requirement that needs to be understood.

“A sizing aid is used to determine what model and production meets the requirement of a facility,” he explains. “The width and length of the goods are the initial requirement for sizing, and the speed of processing is then used to determine production output requirements over time.”

According to Brooks, design changes have greatly improved the energy efficiency of his company’s product. The roll-heated ironer is designed for low to medium volumes and high-quality output, without the requirement of a large floor footprint.

“The roll diameter size is a factor when considering if higher production is important, with larger diameter rolls providing higher production outputs and smaller diameter rolls for the lower-production facilities,” says Brooks. “The length of the roll must be sized to process the widest product being finished.

“I would review the production output requirements and the time available to process. So, if a facility is planning to process ‘X’ bed linens and pillowcases, and all table linens and napkins, all of those requirements would be input to determine which size of finisher and processing speed is required to accomplish the job in the time allowed.”

Netusil says JENSEN offers a full line of finishing equipment to fit virtually any need, from the most automated facility desiring artificial intelligence (AI) to a fairly simple start-up facility.

“In terms of introducing a reasonable ROI, it simply gets down to the level of production required, the associated labor wages, the lack of a good labor pool, utilities, etc.,” he says. “Any or all of these factors play into the level of automation that makes good financial sense.”

The key to selecting the right finishing equipment is a laundry and an equipment manufacturer or distributor working together.

“We actually have a detailed ‘Operational Questionnaire’ for the operators to fill out to start the investigative process into what their ‘wants, needs and expectations’ are,” Farnsworth shares. “Once we get that detailed information, we will typically plan a site visit to get a greater understanding of their process, flow, etc. At that point, we would be able to tailor an excellent solution for them.”

“The days of a salesman simply stopping in and dropping off product literature and hoping that the client can determine from reading the marketing claims what is best for them are long gone,” Gudenburr adds. “A technical, operationally minded, and factand science-based assessment process must take place to see that all are pleased with the end result that is achieved. Automation in factories is no different. The key to its success starts well before the buying and implementation process.”

Ware says if he were working with a laundry on selecting finishing equipment, he would obtain production reports based on pieces produced, review the production efficiency of the equipment chosen, and provide a design that best meets the demand of the plant.

“We have seen situations where a plant does not have access to natural gas, and propane costs are extremely high,” he shares. “In these cases, there is no sense of attempting to sell a self-contained ironer if the only reliable fuel source is bunker fuel for the boilers. If a plant is 100% healthcare, there is also no need for a wide ironer, since all healthcare sheets will be accommodated on a 120-inch-wide ironer.”

Ware goes on to say that if the plant is mixed and the client does hospital and hotel work, a wider ironer will provide the flexibility to produce large bed sheeting.

“Each plant must be evaluated by the product mix or future growth mix to help determine the best equipment complement to service the needs of the laundry,” he emphasizes. “When asked what is the standard layout, we often state each plant is like a snowflake. They may look similar, but each one is unique in its own way.”

“It is about your customers’ needs and the proper solution,” adds Amaral. “Making sure you are listening and process their direct needs. You want to look at the heat source, cotton content, thread count, size of goods, make sure you’re sizing the equipment accordingly. Plus, everyone forgets one of the biggest factors is room, size and access to laundry area.”

Hughes

Brooks

Netusil

Willer

Ware

Amaral

Bernstein

capital improvements and acceptance with others.”

Or one survey taker simply writes, “Do the right thing, all the time, every time.”

While laundry/linen managers and operators are on the front line when it comes to industry improvement, manufacturers and distributors also have roles to play in raising the industry.

Asked about one way manufacturers can best improve the industry, just over 44% of respondents indicate focusing more on energy efficiency and conservation. Almost 15% say, “Offer a larger variety of equipment.”

Other factors for manufacturers include assistance with financing (13.6%) and offering more comprehensive warranties (11%).

“Identify and bring to market innovative offerings that will help improve quality and efficiencies,” suggests a respondent.

“The equipment offered needs to also be reliable and easy to work on.”

Textile services provider earns Bronze Stevie

SANTA BARBARA, Calif.

— Mission Linen Supply, a provider of linens, uniforms, laundry services and supplies based here, received a Bronze Stevie® Award in the large company of the year category of the 2018 American Business Awards®, the company reports.

Mission says it was recognized for its commitment to going above and beyond for its customers, community and the environment.

“We are honored to have our efforts recognized, and we are already identifying ways to do even more in 2018 and beyond,” says John Ross, Mission’s president and CEO.

The company says that in 2017 alone, its sustainability efforts saved 141 million gallons of water and 1,030,000 kWh of energy. Additionally, the company expanded its selection of linens, uniforms and supplies to offer a better fit for the unique needs of each customer, and opened a new, LEED-certified plant in Newark, Calif.

Mission also says it provided new jobs throughout the Western United States and donated countless linens and supplies to charity. ALN

“Provide real science and less bluster,” adds another.

Commenters also encourage manufacturers to continue automation efforts.

“More ways to eliminate— sorry to say—employees,” writes a respondent.

When it comes to what distributors can do to improve the industry, the prevailing theme, again, is training. “Offer more opportunities for service training” was selected by 26% of respondents answering the question, “In what one way can distributors best improve the industry?”

The next highest response:

“Alert me when new or improved technology is nearing release” (19.8%). Operators also believe improved service from distributors will help the industry: “provide better equipment service” (17.3%), “visit my facility more often, and offer advice” (16%) and “provide faster parts/supplies delivery” (8.6%).

Suggestions offered to distributors by the remaining 12.4% of respondents ranged from the practical to high-end concepts.

“Identify technologies and companies that can offer more innovative ways to process in our industry,” a respondent

writes. “Distributors should look outside the industry to partner with other services and companies that can help improve efficiencies throughout the laundry operation.”

“Having manufacturers consider their input more,” another suggests. “Distributors know the customers.”

Finally, a survey taker offers this practical idea: “Distributors need to understand tech and parts departments need to have someone on duty throughout the working day and shut them down for lunch.”

While the

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 quarter. 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.

Importance of LCAs now, and in the future

American Reusable Textile Assn. conducts life-cycle assessments on reusables vs. disposables

BY NANCY JENKINS

SHAWNEE

MISSION,

Kan.

— We all know the numbers by heart—in the United States, the healthcare market for reusable textiles is 20% compared to the 80% market share held by singleuse disposables. And, there are 50 salespeople representing disposables for each salesperson selling reusable textile products.

These are depressing statistics by any standard. To add insult to injury, how often have we read research paid for by manufacturers of disposable items—research that touts the superiority of disposable items over reusable counterparts?

The American Reusable Textile Association (ARTA) is working with its members to change this situation. With a mission to create greater awareness and appreciation for reusable textiles, ARTA strives to provide its members with data and marketing resources that help make the case for reusable textiles.

In the past few years, this effort has included conducting several life-cycle assessments (LCA) that have each confirmed reusables are the environmentally friendly choice over disposables. Specifically, the raw goods, manufacture, and cleaning of reusable textiles use less water and energy/ carbon than the raw goods and manufacture of disposables.

In addition, choosing reusables greatly reduces waste stream and its associated costs because a reusable item is worn up to 50 or 75 times, while a disposable item is used once and goes to the landfill or is incinerated.

THE 3Cs

Several large companies have convinced the last few generations of healthcare professionals that disposables are more convenient, easy to store and more sanitary. They have even made claims that their products are green.

However, within the textile services industry, we know reusable textiles deliver the 3Cs:

COMFORT: The softness of washable textiles is unsurpassed in garments for patients and surgical staff and in bed linen, toweling and other flat goods.

COST: When the price of single-use, disposable goods—acquisition, storage and removal—is compared to reusable textiles, serviceable for 60 of washings, reusables are approximately 30% less.

CONSERVATION of resources: Carefully engineered medical items made of cloth are used again and again under professional laundering conditions and provide a solution to the worsening problems of water shortages, waste disposal and polluted air from incin-

erating disposables.

A MESSAGE FROM THE FUTURE

Even though the reusable message of conservation/environmental sustainability is an important one, it’s not a hotbutton issue in 2018. But it’s predicted that will change in the future.

According to the OECD Environmental Outlook to 2050. The Consequences of Inaction, by 2050, the Earth’s population is expected to increase from 7 billion to more than 9 billion, and the world economy is projected to nearly quadruple, along with growing demand for energy and natural resources.

In addition, our waste stream is on target to triple by 2050, and water scarcity will increase, says Andrew Burger in his Nov. 6, 2014, article, The Business of Water Shortages, on Triplepundit.com. Specifically, between now and 2040, the supply of fresh water will not keep pace with demand, unless there is more effective management of water resources.

A major international study, the Global Water Security Intelligence Community Assessment, finds that annual global water requirements will reach 6,900 billion cubic meters (bcm) in 2030, 40% above current sustainable water supplies.

According to the Carbon Disclosure Project’s (CPD) 2014 Global Water Report, cited in the article, Waste Production Must Peak This Century, in the Oct. 31, 2013, issue of Nature, on the risk water shortages pose to business, more than 68% of business owners surveyed believe their businesses are vulnerable to water scarcity.

The CPD survey was sent to 174 of the world’s largest companies and included questions on water usage, exposure to water restrictions and plans to cope. Ninety percent of the respondents said they are integrating water resource management into groupwide business strategies, and 82% are setting goals and targets to reduce water use.

I predict that before 2050, our clients will have come to appreciate the industry’s role as a guardian of water and energy, as well as the eco-nature of our products and service. But we can’t just wait for this to happen. We need to build our case now, for the future.

WHAT IS A LIFE-CYCLE ASSESSMENT?

A life-cycle assessment (LCA, also known as life-cycle analysis, ecobalance and cradle-to-grave analysis) is a technique to assess environmental impacts associated

with all the stages of a product’s life from raw material extraction through materials processing, manufacture, distribution, use, repair and maintenance, and disposal or recycling.

LCAs can help avoid a narrow outlook on environmental concerns by:

• Compiling an inventory of relevant energy, material inputs and environmental releases.

• Evaluating the potential impacts associated with identified inputs and releases.

• Interpreting the results to help make a more informed decision.

LCAs have shown great promise for improving understanding of the wider implications and relationships that must be considered when incorporating environmental concerns into technical decisionmaking. LCAs provide data that enables industry and government to find ways to both increase efficiency and reduce harm to the environment.

LCAs ON CLEANROOM COVERALL, ISOLATION AND SURGICAL GOWNS ARTA’s Cleanroom Committee

began work in 2015 on an LCA comparing disposable and reusable cleanroom coveralls. LCAs on isolation and surgical gowns were undertaken in 2017 with the formation of the ARTA LCA Committee.

To conduct the LCA research, ARTA partnered with Environmental Clarity, a firm specializing in LCAs, as well as several supplier members and the International Association for Healthcare Textile Management (IAHTM).

To date, two of the three LCAs have been accepted by peer-review journals. The Cleanroom Coverall LCA is appearing in The PDA Journal this summer, and the ARTAIAHTM Isolation Gown LCA has been accepted by the American Journal of Infection Control (AJIC).

AJIC will publish the isolation gown LCA this summer, but it is also available online. The ARTAIAHTM surgical gown LCA has been submitted for peer review and awaits news of acceptance.

Why is ARTA spearheading these LCAs, and why is peer review so important? In the world of research, a study isn’t considered valid unless it’s published in

a peer-reviewed journal. Without the external seal of approval that peer review provides, scientists consider any research results presented as preliminary, potentially flawed, and generally the same status as a press release.

Because disposables competitors have “unlimited” dollars to market their products, it’s critical our messages have the credibility peer-reviewed research provides. These LCAs are creating a factual, scientific record that disposables competitors cannot deny.

WHAT THE LCAs REVEAL

“The results of each LCA conducted support the conclusions from six other reusable/disposable studies that showed reusables provide a significant improvement in energy, environmental footprint, water, and energy-associated emissions,” says Michael Overcash, Ph.D., lead researcher for Environmental Clarity, the firm ARTA partnered with on the LCAs.

The LCAs studied disposable and reusable items from their inception as raw materials in the earth to manufacture of the product, to use/reuse, then to final endof-life disposition. The end-of-life

As illustrated here, the ratio of disposable surgical gowns to reusables in the American Reusable Textile Association (ARTA) life-cycle assessment was 60-to-1. (Photos: ARTA)

The cleanroom coverall life-cycle assessment reveals many positive environmental impacts when using reusable coveralls, like these provided by Prudential Overall Supply.

ARTA says its LCA shows the use of reusable surgical gowns reduces environmental footprint compared to disposables.

phases included landfill for both reusable and disposable gowns. Recovery of lost instruments was also included for disposable surgical gowns, as instruments are often sent to the landfill with disposable drapes, towels and gowns. A second end-of-life scenario was considered for reusable gowns in which the gowns were reused in other industries. Transportation was included within each of the applicable stages of the life cycle. The scope and the results emphasize transparent, sciencebased life-cycle analyses. The following is a summary of data from the three LCAs.

CLEANROOM COVERALL LCA

The study found that choosing reusable cleanroom coveralls instead of disposable alternatives (two types studied) has a significant positive effect on the environment. Reusable cleanroom coveralls provide:

• 56% lower natural resource energy consumption.

• 57% lower greenhouse gas emissions (CO2 equivalent).

• 77% lower total water consumed (blue water).

• 95% reduction in solid waste stream at the cleanroom facility (not including reuse after 50 cycles).

Two representative market-leading disposable coveralls—a flash spunbonded high-density polyethylene (HDPE) coverall and a spunbond-meltblown-spunbond polypropylene (PP) coverall—were compared with a representative market-leading reusable polyethylene terephthalate (PET) coverall.

The HDPE coverall was found to be 43% lower in natural resource energy consumption and 41% lower in CO2-equivalent emissions than the PP coverall. The water consumption for the HDPE coverall was 12% lower than the PP coverall.

ARTA-IAHTM ISOLATION

GOWN LCA

The study found that choosing reusable isolation gowns instead of disposable alternatives decreases the environmental footprint by:

• 28% lower natural resource energy consumption.

• 30% lower greenhouse gas emissions (CO2 equivalent).

• 41% lower total water consumed (blue water).

• 93-99% lower solid-waste generation at healthcare facility. End users can count these improvements as a credit toward improving their sustainability programs.

In this study, an isolation gown was defined as a single-piece, size extra-large (XL) or one-size-fitsmost, long-sleeve, tie-up garment. The functional unit, or basis of comparison, was 1,000 isolation gown uses in a healthcare setting.

For the reusable gowns, this was 16.7 new gowns each used for 60 cycles, while for the disposable gowns this was 1,000 new gowns. Two market representative ANSI/

AAAMI Level 1 isolation gowns were investigated: a reusable polyester gown and a disposable nonwoven gown.

ARTA-IAHTM SURGICAL GOWN LCA

The study found that choosing reusable surgical gowns instead of disposable alternatives decreases the environmental footprint by:

• 64% lower natural resource energy consumption.

• 66% lower greenhouse gas emissions (CO2 equivalent).

• 87% lower total water consumed (blue water).

• 83% lower solid-waste generation at healthcare facility. End users can count these improvements as a credit toward improving their sustainability programs.

In this study, surgical gowns were first defined as single-piece, size extra-large (XL) or one-sizefits-most, long-sleeve tie-up garments with ANSI/AAMI Level 3 barrier protection rating. The functional unit, or basis of comparison, was 1,000 surgical gown uses in an operating room setting. For the reusable gowns, this was 16.7 new gowns each used for

60 cycles while for the disposable gowns this was 1,000 new gowns. The reusable surgical gown market was compared to the disposable surgical gown market based on a set of representative gowns.

CONCLUSION

Recent LCA research speaks for itself. Reusable textiles offer tremendous advantages for the marketplace, advantages that often go unrecognized in 2018. But our world is changing and with that change is opportunity to position and reaffirm reusable textiles as a means to battle water scarcity,

reduce waste stream and lower carbon emissions.

ARTA remains committed to provide data and resources that help members sell reusable textiles—today and in the future— because the future is not disposable.

ALN

Nancy Jenkins is editor and executive director of the American Reusable Textile Association (ARTA). She is also the principal of Jenkins Integrated Marketing, which provides marketing communication services to national, regional and local organizations.

Attendees rate TCATA annual conference high

Intimate Puerto Rico setting provides for ‘outstanding’ education, networking

TAMPA, Fla. — While attendance was lower than usual, the networking, knowledge-sharing and social interaction at the Textile Care Allied Trades Association’s (TCATA) 2018 Annual Management and Educational Conference, May 2-5, in Puerto Rico was abundant.

The association says several attendees commented that the reduced attendance provided for increased opportunities to get to know other members in a more intimate setting.

In addition, TCATA says comments received reflected that the business program was outstanding.

Keynote speaker Herb Meyer, a former high-ranking official at the CIA, provided a unique perspective on global economic and political developments, noting that there is much good news—though often unreported—around the world. A key takeaway for all businesses, he says, is that there are growing numbers of people around the world emerging from poverty, creating an expanding market for all kinds of products and services.

Speaker Gene Marks expanded on a list of key items—many because of the recent tax bill—that all businesses should be aware of in the coming years. Finally, Bill Graham discussed tangible ways to increase personal likeability, resulting in better business and

personal relationships.

Attendees enjoyed a dinner party on Thursday evening at a special venue when they gathered at the Siesta Alegre, a beautiful and unique house located in the El Yunque Rain Forest. Spouses and guests also got to know each other during a luncheon in which they learned how to make some local drinks.

The conference ended with Saturday night’s closing dinner during which Gerald Henke, Intex Distributing, was honored as he retired as TCATA president. Leslie Schaeffer of trade publication National Clothesline was installed as the new president of the association.

ALN

Midwest

Services Association heads out to the ballgame

BY MATT POE, EDITOR

CHICAGO — The Midwest Textile Services Association (MTSA) hosted laundry operators, suppliers and guests June 7 at Wrigley Field to network and enjoy some baseball action as the Chicago Cubs took on the Philadelphia Phillies.

MTSA reserved the Left Field Porch, located beneath the jumbo video board and above the left field bleachers. One hundred attendees enjoyed the amenities of the venue, which included snacks and drinks, comfortable seats toward the back of the porch, a ledge for leaning and viewing toward the front of the porch, and reserved seating in the last row of the bleachers.

“This has been a great event,” says Janet Trimble, executive director of MTSA. “The weather report kept changing, but it turned out wonderful.”

While discussing the event, Trimble emphasizes its social nature; however, she also believes it benefits attendees.

“It’s a chance for operators to learn from each other,” she says. “They’re doing business in the morning, but they can come here and

learn from each other.”

Ed Rohn, president of Specialty Mat Services in Aurora, Ill., attended the game because he’s an avid supporter of the textile services industry.

“Jim Buik from Roscoe Co. got me involved with MTSA, and I do this to support the industry,” he says. “It’s a great day for this event.”

Like Rohn, many MTSA members attend events to support the industry—and to interact with other operators and suppliers (allied trade members). Some also use the event to honor and reward star employees and valued customers.

MTSA hosts several social events, like the Left Field Porch Cubs game, throughout the year for its members. In the past, the association has attended Chicago Blackhawks hockey games and put on golf outings.

In addition, MTSA hosts an educational event in the fall.

“The social events give everyone a chance to interact in a more relaxed setting,” Trimble says.

MTSA was founded in 1889. While some things about the association have changed,

such as the name and aspects of the industry, it says its dedication to helping members improve their business hasn’t changed.

And if the interaction that took place on the Left Field Porch is any indication, members’ businesses will likely keep growing.

The game also ended on a high note, with the Cubs edging out the Phillies 4-3. ALN

Speaker Bill Graham tells TCATA conference attendees how to increase “personal likeability.” (Photos: TCATA)

Keynote speaker Herb Meyer discusses global economic and political developments.

Attendees enjoy a dinner party hosted at a special venue in the El Yunque Rain Forest.

The TCATA Board of Directors (top row, from left): Gene Williams, American Laundry Products; Michael Leeming, Parker Boiler; (second row, from left) Charles Thompson, American Trade Magazines LLC; Jim Horwath, Horwath Laundry Equipment; Peter Limoncelli, Yankee Equipment Systems; Bill Schnitzer, Quality Fabricators; (front row, from left) Bill Brooks, Alliance Laundry Systems/UniMac; Matt Lamons, Loomis Brothers Equipment; Kurt Wickiser, Seitz The Fresher Co.; Alexander Seitz, Seitz The Fresher Co.; Gerald Henke, Intex Distributing. Other directors not pictured are Mack Magnus, M & B Hangers; Orville Johnson, FabriClean Supply; John Silverman, Tschopp Supply; and Kelly Kelleher, Kelleher Equipment.

The MTSA Left Field Porch event at Wrigley Field in Chicago attracted 100 people to network and watch the Cubs play the Philadelphia Phillies. (Photos: Matt Poe)

(From left) Jim Buik, president of Chicago-area Roscoe Co., enjoys the MTSA event with TRSA’s Chris Kennedy and Kevin Schwalb.

Company says addition expands European footprint to England

SALT LAKE CITY — Alsco Inc., a textile rental/laundry company headquartered here, has acquired U.K.-based commercial laundry operation CLEAN, the company reports. Terms of the deal were not disclosed.

“Last week, CLEAN and Alsco became one company,” Kevin and Robert Steiner, Alsco’s co-CEOs, say in a joint statement. “We look forward to working with CLEAN, assisting their progress and enjoying a great future together.

“Together, we will be much stronger than either CLEAN or Alsco would be alone.”

Founded in 1889, Alsco has been a family-owned company for four generations. Alsco employs more than 18,000 people, services more than 350,000 customers in 13 countries and currently operates 170 laundry plants worldwide.

Clean Linen Services Ltd., trading as CLEAN, was founded in 1886 as Maidenhead District Laundry Company. Today, CLEAN has 1,400 employees who provide service to more than 5,500 customers across England.

Alsco says it has long been a leader in linen and uniform rental services across continental Europe. Adding CLEAN expands its footprint to England with seven strategic locations across the country.

“I believe this is an excellent development for both CLEAN and Alsco,” says Jason Miller, CEO of CLEAN. “Over recent years, we have grown CLEAN to be the U.K.’s largest independent textile rental and laundry services company.

“Joining the Alsco family is great news for our customers and for all the employees and business partners who have worked so hard over the years to make CLEAN what it is today. Like CLEAN, they are a long-established family company with whom we share the same values, and the cultural synergies between the two organizations are excellent.

A RCO/ Murray completes healthcare laundry for Mosaic Life Care

ST. JOSEPH, Mo. — National design and construction firm ARCO/Murray recently completed a 14,400-square-foot, buildto-suit healthcare laundry facility here for Mosaic Life Care, the company reports.

ARCO/Murray provided a complete design-build solution, including laundry facility layout, architectural and engineering design, permitting, construction, and final equipment connections.

Mosaic started the project with a traditional plan-and-spec approach using local designers and general contractors. However, after initial pricing was higher than expected, Mosaic partnered with ARCO/Murray to develop a project solution that met the original budget requirements, according to the company.

Construction began in July 2017 and was completed in just under seven months.

The new laundry includes a central dock, an 800-square-foot mechanical room, office area and production space. Loomis Brothers Equipment Co. provided Milnor washroom and Chicago Dryer Co. finishing equipment. Kannegiesser ETECH provided the rail system.

ARCO/Murray’s Max Potvin was project manager, and John Holdmeyer served as project.

ALN

Find

out what keeps Chicago finishing first. www.chidry.com 2200 North Pulaski

Track Career

Washing Systems names Nikrant CEO

LOVELAND, Ohio — Washing Systems LLC (WSI), a formulator of chemicals and technical services to the commercial laundry processing industry, has named former PolyOne executive Craig Nikrant as chief executive officer, effective immediately, the company reports.

WSI is a portfolio company of San Francisco-based private equity firm Gryphon Investors.

Nikrant succeeds Terry Shoreman, who is pursuing his planned retirement after 18 years of service at WSI and more than four decades in the commercial laundry industry, leaving a legacy of industry leadership and success at WSI, the company says. Shoreman will continue on with WSI through the transition, serving on the board of directors while assisting in a customer and industry relations role.

WSI says Nikrant brings more than 30 years of business success by driving growth through superior value to the

customer, high quality service, new product innovation, geographic expansion and acquisitions. Prior to joining WSI, he served as president of PolyOne’s specialty engineered materials business and helped lead the transformation of PolyOne into a premier provider of specialized polymer materials.

Previously, Nikrant spent 17 years at General Electric, where his responsibilities advanced progressively, including positions in marketing, product management and general management with a dedication to creating profitable growth.

Beran joins Encompass Group as CMO

MCDONOUGH, Ga. — Mark Beran has been named chief marketing officer for Encompass Group LLC, says John Wood, Encompass Group’s CEO.

“We are pleased to have Mark join the Encompass team,” Wood says. “He brings more than 20 years of experience in management, domestic and international sales, business development, marketing strategy, and product portfolio management. Plus, he’s a savvy guy with

a great understanding of the importance of branding in our space. We know he’s going to be a tremendous asset.”

Beran was most recently chief commercial officer, SVP sales and marketing for TIDI Products LLC in Neehah, Wis. Beran holds an MBA from the Babson College Franklin W. Olin Graduate School of Business. He graduated from Chapman University with a Bachelor of Science degree in business administration/marketing and did business administration coursework at the University of Southern California.

He currently resides in Neenah.

Lavatec Laundry Technology hires sales support engineer

BEACON FALLS, Conn. — David Lyday has signed on as a sales support engineer with Lavatec Laundry Technology Inc., the company reports.

A laundry industry veteran for more than 30 years, he will be primarily responsible for supporting field sales operations and providing project engineering services. He reports to Keith Ware, Lavatec’s vice president of sales.

Lyday most recently spent 15 years as a sales engineer with Speed Check Conveyor, where he handled multiple functions, including sales and application engineering and system design. He was also involved in the development of new products and produced AutoCAD layouts. He believes that kind of experience will be beneficial to Lavatec customers.

Gurtler adds Haas as manager of market development

SOUTH HOLLAND, Ill. — Gurtler Industries Inc., a manufacturer of advanced detergents and specialty chemicals for the commercial laundry industry, says it has added Tom Haas to

Catherine

Dianne McKay, owner and president of Mustang Marketing, shares how laundry/linen

Lyday

Nikrant

Beran

its team.

Haas joined Gurtler in May as manager of market development and will be covering the areas of Central/Northern Wisconsin and Minnesota.

Gurtler says Haas has more than 20 years of experience in the industry.

A privately held, family-owned and -operated business, Gurtler says it has grown into one of the largest specialists in the laundry chemical supply industry, offering a full line processing chemicals, injection systems and personalized service across the nation.

Lake joins R&D team at Colmac Industries

COLVILLE, Wash. — Colmac Industries, a producer of garment finishing, automated soil sorting and counting equipment for the laundry industry, says it is pleased to announce the addition of Andrew Lake to its research and development team.

Lake recently graduated with a Master of Mechanical Engineering from the University of Idaho, adding to an undergraduate degree in mechanical engineering he received there as well.

He will be working with the Colmac team of engineers to create new, innovative products, as well as finding ways to

improve existing products, the company says.

Lake’s research has had him work with simulated transient heat transfer for an electric resistant heating method, according to the company.

These areas of study will assist him as he looks to improve and create products to assist laundries in their garment finishing departments.

Colmac Industries is a privately held company and the cornerstone of Colmac’s 200,000-squarefoot corporate office, manufacturing facility, and research and development campus.

Performance Matters promotes one, hires two

FORT MILL, S.C. — Performance Matters Inc., a strategic consulting firm dedicated solely to the textile rental services industry, has hired two new team members—Gary Dean and Barbara Trull—and promoted a third—Dana Horne—the company reports.

The company says Dean will be joining Performance Matters

as a consultant, with his primary focus being on client engagement and operational execution.

Dean graduated from Francis Marion University with a degree in management information systems. He entered the U.S. Army upon graduation as a 2nd Lieutenant in Army Aviation and served six years as a helicopter pilot, earning the Bronze Star and Air Medal for service in Operation Desert Shield/Storm, the company shares.

Dean then spent more than 15 years in the industrial laundry industry with roles in supply chain, production, service, sales and merchandise control. In addition, he spent six years as an entrepreneur, opening two different businesses in the Charlotte, N.C., area.

wealth of knowledge to the Performance Matters team and will focus on both internal and external support for the organization.

She has a degree in both business administration and accounting. Her hobbies include sewing, her dogs and spending time with her family.

In addition to the new hires, Performance Matters promoted Horne to director of client engagement. The company says Horne has been with Performance Matters for six years.

Dean and his wife of 28 years, Donna, have two college-age sons and live in Charlotte. His hobbies are typically centered around his sons and include golfing, camping or being outdoors.

Trull joins Performance Matters as the administrative assistant, the company reports. She has more than 20 years in the industry, spending the bulk of her career with G&K Services where she was the human resources manager for 16 years, with a background in employment management, payroll, benefits, DOT, workers’ compensation and employee relations for five locations. She was then promoted as the DOT compliance specialist, where she ran the company-wide DOT qualifications for more than 100 locations.

The company says Trull brings a

Horne is a tremendous asset to the organization, the company says, and continues to shine with clients, internally and during industry speaking engagements. The company says she has been integral in the growth of Performance Matters and plays a key role in the service training program (High Performance Team) and the associated Coaches Clinic.

Environmental solutions healthcare

Horne will oversee client engagement for Performance Matters and will continue to wow Clients with every interaction.

She lives in Clinton, N.C., with her husband, Tracy. She enjoys spending time with friends, family and their pets. ALN

Lake

Haas

Trull

Horne

POSITIONS AVAILABLE

Laundry Pro of Florida is the 2016 Dexter Distributor of the year. We are looking for new prospects to join our team. Come work where people vacation, in sunny Florida. We are seeking:

• Proven Laundry Equipment

Salesman

Great work environment, highly competitive compensation, paid relocation expenses.

Please respond in confidence to: Rjansen@laundryequipment.com

PARTS &

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

Pellerin Milnor Corp.

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

Pellerin Milnor Corp.

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

Pellerin Milnor Corp.

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

Voltea named Breakthrough Water

Technology

Company of the Year

DALLAS — Voltea, which provides electro-desalination water treatment technology, was named the Breakthrough Water Technology Company of the Year by Global Water Intelligence (GWI) at the Global Water Awards ceremony in Paris in April, the company reports.

The awards, which recognize companies that make a significant contribution to the worldwide water industry, were part of GWI’s Global Water Summit. GWI cited Voltea’s “successful commercialization of its CapDI© technology” as a key factor in earning the award.

“2017 saw Voltea’s capacitive deionization (CapDI) technology take off as one of the most successful alternatives to reverse osmosis in recent years,” GWI says. “It gained significant market traction in the industrial and commercial sectors, with over 100 systems being shipped. The company also closed a $10 million funding round to further accelerate its growth, and brought the full capacity of its robotic module assembly plant in Dallas online.”

Voltea says its industrial and commercial CapDI systems run with patented CapDI technology, which monitors incoming water quality in real time, and self-adjusts performance to ensure it delivers consistent, precise water quality.

“We’re extremely grateful to be recognized by GWI for our disruptive technology, which has transformed the way many industries treat water,” says Voltea CEO Bryan Brister. “Our salt-free, chemical-free technology is being used by some of the top companies in the world for a variety of uses, from cooling towers to point-of-use water treatment for coffee and fountain drinks.”

CapDI technology is a simple, two-step process wherein water flows between electrodes. The electrode surfaces are separated from the water by ion-selective membranes that allow positive or negative ions (salts) to pass. The system is tunable, allowing adjustable salt removal and continually adjusts to account for any fluctuations in feed water characteristics.

The winners of the GWI awards were chosen by GWI subscribers and Global Water Summit delegates.

“Voltea brings a compelling value proposition to clients who have traditionally favored RO [reverse osmosis], particularly given the need for less pretreatment and no remineralization,” says GWI.

Voltea, which opened its production facility in the Dallas area about 18 months ago, says it has about 30 local employees and continues to grow.

discussions

PALMA DE MALLORCA, Spain — Big data, automation, artificial intelligence, laundry robotics and integrated processing were just some of the key issues addressed at the first JENSEN Performance Days hosted here in April, the

company reports.

Over seven days, JENSEN says more than 1,000 customers from Europe, the Americas and Asia were updated on new processing technologies. The company says highlights of its booth included the new Senking Universal P50; the European launch of its new second brand, ALPHA by JENSEN; and new solutions in feeding and finishing technology.

JENSEN says it is committed to develop digitalization as a key technology for the future, so the new solutions of the company’s business partners, Gotli Labs and Inwatec, were highlighted.

The customer event enabled in-depth discussions on how JENSEN creates the future in laundry automation at the performance area with the many machines and solutions, during expert presentations, and in workshops, the company says.

All days were characterized by lively discussions, great exchanges of information and an excellent atmosphere during daytime, as well as during the cocktail party in the evening with local food, good music and lots of dancing, JENSEN says.

The company says customers were pleased with the arrangements and enjoyed the JENSEN spirit, as they felt part of the JENSEN community and its success story.

ST. JOSEPH, Mich. — Maytag® Commercial Laundry says that its 59th Annual Meeting was nothing short of energizing, educational and full of engaging activities.

Hosted in Providence, R.I., the brand says it welcomed more than 120 attendees from 16 countries and provided a three-day event, complete with an up-close look at new products and insight to the Maytag Commercial Laundry strategic approach for the future.

In addition, Maytag Commercial Laundry reports that exemplary customer performances were acknowledged at the Annual Fred Maytag Awards Dinner for the following categories.

• Taking home the most coveted and prestigious accolade, Harco Co. Ltd. of Mississauga, Ontario, Canada, won the Fred Maytag Award. This honor is presented to the customer that best emulates the founder’s marketing philosophy and supports the Maytag Commercial Laundry brand with salesmanship, professionalism and integrity.

• After a year of showcasing how truly dedicated they were to the coin market, Maytag Commercial Laundry recognized PT. Triton International, Jakarta, Indonesia, with the Vended Excellence Award.

• Hercules Corp. of Hicksville, N.Y., was presented with the Multi-Housing Excellence Award, which praises exemplary service to the niche market of colleges and universities, condominiums and apartment buildings.

• Honoring achievements in the development and implementation of marketing and sales programs, and supporting overall Maytag Commercial Laundry offerings, Clean Designs Commercial Laundry Equipment Inc. earned the Marketing Excellence Award.

• Dependable Laundry Solutions, of Welshpool, WA, Australia, was presented with the Red Carpet Service Award, which recognizes excellent service and dependability characterized by Maytag Commercial Laundry.

• Winning the International Distributor of the Year Award, Excellence Appliance Technologies, Quezon City, Manila, Philippines, was commended for its service and dependability, strong sales and support of Maytag Commercial Laundry products outside the U.S. and Canadian markets.

• Pierce Commercial Laundry Distributors of Mandeville, La., was recognized as the Quality Partner of the Year, which praises a distributor for its collaboration and dedication to Maytag Commercial Laundry, and its commitment to advancing the commercial laundry industry.

• The Maytag Commercial Laundry Outstanding First Year Performer was Advantage Laundry Systems Inc., recognized for its commitment and dedication in its first year of operation.

“The accomplishments we have achieved thus far cannot be attained without the tremendous dedication of our customers,” says Trey Northrup, general manager for Maytag Commercial Laundry. “Collaboration is paramount to each other’s triumphs, and we look forward to continued success with all of our reputable distributors in 2018.”

Leonard Automatics wins Gold Safety award from N.C. Dept. of Labor

DENVER, N.C. — For the fourth consecutive year, laundry equipment manufacturer Leonard Automatics has won the Gold Safety award from the North Carolina Department of Labor, the company reports.

“At Leonard, we have a culture in which safety is our top priority,” says Scott Abernathy, Leonard’s general manager. “Our business operates more efficiently with an effective safety program, and I think it also shows our commitment to our employees’ overall health and well-being.”

The Gold Award is based on the days away, restricted, transferred (DART) rate, which includes cases of days away from work, restricted activity or job transfer, according to the North Carolina Department of Labor.

Leonard says its people are the most important part of its success; therefore, the company takes their safety very seriously. It feels that workplace injuries not only affect the employee, but also affect their families, and, in turn, affect attendance and performance.

The goal, according to Leonard, is to foster an injury-free workplace by making safety a part of its operational plan and including employees in that plan through committees, walkthroughs and meetings.

Inaugural JENSEN Performance Days highlights new technologies, offers in-depth

Maytag Commercial Laundry honors outstanding customers, recognizes award-worthy achievements

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Attendees of JENSEN’s first-ever Performance Days learned about the company’s new technology. (Photo: JENSEN-GROUP)

Leonard Automatics receives its Gold Safety award from the North Carolina Department of Labor: (from left) General Manager Scott Abernethy, Commissioner of Labor Cherie Berry, Assembly Foreman Joe Gibson and President/CFO Greg Watson. (Photo: Leonard Automatics)

Harco Co. Ltd. personnel accept their company’s Fred Maytag Award: (from left) Trey Northrup, general manager, Maytag ® Commercial Laundry; Michelle Suhy, national sales manager, commercial laundry, Whirlpool Corp.; Robert Jackson, Harco; Malcolm Caldwell, Harco; Robert Stevens, Harco; Lance Surridge, sales manager, commercial laundry, Whirlpool Corp.; and Chad Lange, director of sales, commercial laundry, Whirlpool Corp. (Photo: Maytag ® Commercial Laundry)