American Laundry News - August 2018

Event company partners with specialty linen provider

SAN FRANCISCO — Standard Party Rentals, a full-service event rentals and tenting company, has entered a partnership with La Tavola Fine Linen Rental, a provider of ultra-specialty linen, the company reports.

La Tavola Fine Linen Rental will be the linen provider for Standard Party Rentals’ locations in the San Francisco/Bay Area, Central Valley/Sacramento and San Jose/ Monterey Peninsula.

“This collaboration between our brands will allow us to provide a one-stop shop for our clients throughout Northern California,” says Matt Guelfi, president and owner of Standard Party Rentals.

La Tavola Fine Linen Rental for Standard Party Rentals will provide clients with linen options sourced from premier designers and manufacturers around the world, according to the company.

“It’s exciting to see our highquality linens paired with Standard Party Rentals’ wide selection of event rentals,” says Carmel Drudy, CEO of La Tavola Fine Linen. ALN

Centralized vs. in-house laundry

BY MATT POE, EDITOR

CHICAGO — Timber Ridge Lodge & Waterpark in Lake Geneva, Wis., is a 225-suite property with a waterpark attached.

The spacious suites and kid-friendly waterpark make the property a major draw for family vacations. The amenities also mean the property produces quite a bit of soiled terry and linen products.

To process these goods, Timber Ridge uses an off-site, centralized laundry.

On the other hand, White River Health System is a rural medical facility located in Batesville, Ark., that chose to handle its healthcare laundry on-site.

Why does one business choose to use a centralized laundry service while another processes soiled goods in-house?

American Laundry News spoke with representatives from both Timber Ridge Lodge & Waterpark and White River Health System to get the stories behind the laundry choices made, including the positive aspects and the challenges.

CENTRALIZED SERVICE

Timber Ridge Lodge & Waterpark uses the centralized laundry of Wisconsin Hospitality Linen Service (WHLS) in Milwaukee, a customer-owned goods (COG) plant with an extensive knowledge of the hospitality industry, located about 55 miles away from the property.

“You can imagine that we use over 1,000 towels in the waterpark every day, in addition to all the linen and terry requirements for the hotel,” says Joe Sebestyen, area vice president for Marcus Hotels & Resorts, which manages the lodge and waterpark. “Using a centralized service is more cost effective. It offers peace of mind for the hotel, our employees and the guests when it comes to the laundry.”

See LAUNDRY on Page 6

Laundry leadership today, tomorrow

BY DEANA GRIFFIN

STAUNTON, Va. — Years ago, the only way leaders knew how to manage was through hierarchy, a top-down game focused on exercising power over people— more like a militaristic approach. Not a bad idea, and it worked, but that method does not work today in order to build a strong leadership team and to retain, promote and hire/recruit individuals to a company.

Leadership today is more complex because of the knowledge-based world; leaders cannot hope to lead alone. With the growing impact of technology and social media, the emphasis in leadership

has shifted to leaders who are more in sync with global issues, recognize diversity as a strength and lead with empathy and compassion in order to combat the ever-evolving technology and constantly changing

environment in order to stay competitive. Also, communication with employees is easier today, and will be in the future, due

The Newspaper of Record for Laundry & Linen Management

Pratt Abbott Garment Care

Maine provider has grown through acquisitions, development, continual improvement.

Leveling the Playing Field Joe Gudenburr, G.A. Braun Inc., says that steel tariffs will be beneficial in the long run.

Laundry recruiter shares qualities for leaders, managers to help operations achieve success

Two laundry/linen service users tell why they chose the type of service used

(Image licensed by Ingram Publishing)

Timber Ridge Lodge & Waterpark in Lake Geneva, Wis., uses Wisconsin Hospitality Linen Service in Milwaukee to process its laundry. (Photo: Timber Ridge Lodge & Waterpark)

Leveling the playing field

BY JOE GUDENBURR

SYRACUSE, N.Y. — The topic of steel tariffs is one that many in our country don’t truly understand. The current administration is trying to level the playing field so that U.S. companies can compete globally under fair market conditions.

The reason they are doing this is twofold.

First, they believe, as most every business professional should believe, that if we are able to compete on a level playing field that we can win due to our superior work ethic, technology and operational practices.

When the playing field is slanted, it is challenging to compete globally. Here’s a good example: If we sell a product to China, there is a 27% duty applied to said product. It’s difficult to ask an end user to absorb this, and the original equipment manufacturer (OEM) can’t absorb it, either, as the capital equipment business is a low-margin business.

The second reason involves the state of trade with China. I attended an international trade meeting in June where the guest speaker was from the State Department, and he presented the facts behind why the administration is focused on China.

The Chinese government is buying influence around the globe so that they can try and control markets, unfairly, in its favor. The recent expansion of tariffs into the European Union is directly targeted at steel mills and processing houses that have been bought by Chinese companies, and who are importing low-end raw material from China and other regions to be processed and shipped around the world to try and get around the tariffs. The administration is wise enough to know this and to act upon it

The actions taken have had an impact on raw material prices for all who are buying steel. The impact is due to two things:

1. The fear of tariffs has allowed mills and processing houses to inflate their pricing.

2. This fear has driven many buyers into a panic mode. As this happened, they placed larger-volume orders for materials to hopefully avoid a further escalation in pricing. When this happens, it upsets the supply-and-demand relationship and only further allows the steel suppliers to raise pricing, as they have a supply-and-demand

situation that works to their favor.

As for our organization, we have seen a steady increase in steel pricing since November. We buy all of our material direct; we track the pricing domestically and globally, real-time, over the course of the year; and we buy all of our material from U.S.-based suppliers, as we have demanding quality specifications for the material.

These demanding specifications are tied not only to equipment design, but also if you buy cheap material, it will not afford companies like us the ability to efficiently process said materials via our automated environments. The old adage, “You can pay me now or you can pay me later,” or, “You get what you pay for,” truly applies. We simply don’t cut corners on quality or processes in our business, as what may look like a short-term win only results in a long-term loss for us, and for our valued clients—neither of which we will allow to happen.

This situation will take some time to settle out. It is interesting to watch the different countries soften their positions. Our thoughts are that once it settles, it will be at a place that is higher than where the market was in November. It is quite a bit higher now, but how high it will be as it settles out is still to be determined.

The market has to understand that the steel manufacturers have been trying to secure price increases for the last few years and simply have not been able to make anything stick until now, as the supply-and-demand relationship would not support such an increase. As such, many have held pricing for the past year or two on their products, given that steel is a major component of said end items.

However, the increases are real now, and the costs are not going to be something that any OEM is going to absorb. Smart business partners exercise greater discipline in forecasting and in bundling demand in these situations so that the raw material buyers have an opportunity to create some level of leverage to mitigate a portion of the increases that have been placed on said materials.

Our approach is that whatever savings we can attain from said strategic planning and sourcing with our end users, we will pass on to them in the spirit of partnership.

At the end of the day as the dust settles, these actions will be better for all as it will level the playing field and hopefully eliminate some of the gamesmanship that exists around the globe as countries and industries try to gain an upper hand in the markets they serve.

Gudenburr is president of laundry equipment manufacturer G. A. Braun Inc.

Publisher

Charles Thompson

Phone: 312-361-1680

E-Mail: cthompson@ ATMags.com

Associate

Publisher/ National Sales Director

Donald Feinstein

Phone: 312-361-1682

E-Mail: dfeinstein@ ATMags.com

Editorial Director

Bruce Beggs

Phone: 312-361-1683

E-Mail: bbeggs@ ATMags.com

Editor Matt Poe

Phone: 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

Advisory Board

David Barbe • Jim Buik

Phil Hart • Janice Larson Tom Marks • Richard Warren

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

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

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POSTMASTER, Send changes of address and form 3579 to American Laundry News Subscription Dept., 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Volume 44, number 8. Editorial, executive and advertising offices are at 566 West Lake Street, Suite 420, Chicago, IL 60661. Charles Thompson, President and Publisher. American Laundry News is distributed selectively to qualified laundry and linen management and distributors in the United States.

© Copyright AMERICAN TRADE MAGAZINES LLC, 2018. Printed in U.S.A. No part of this publication may be transmitted or reproduced in any form, electronic or mechanical, without written permission from the publisher or his representative. American Laundry News does not endorse, recommend or guarantee any article, product, service or information found within.

Opinions expressed are those of the writers and do not necessarily reflect the views of American Laundry News or its staff. While precautions have been taken to ensure the accuracy of the magazine’s contents at time of publication, neither the editors, publishers nor its agents can accept responsibility for damages or injury which may arise therefrom.

MEMBERSHIPS

Joe

(Image licensed by Ingram Publishing)

Milnor has a better solution through dilution.

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Contact an authorized Milnor distributor or call 504-712-7656 to find out more.

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Decisions, decisions

Every day, we have to make decisions.

Some decisions are simple: When (sometimes if) to get out of bed or what to eat.

Some decisions are a little more difficult: Whether or not to buy that house or accept that new job. We make personal decisions, and we have to make business decisions.

Decisions are a part of life, but how do you make the right decisions?

Now, I’m not going to even make any suggestions for your personal life (I have enough problems on my own, thank you very much). However, I do have a suggestion for your laundry/linen service decisions.

I’m sure you’ve already guessed my advice—read this issue of American Laundry News How can this edition help in

The Editor’s Desk MATT POE

your laundry facility? Just look at the front page again for starters.

The cover stories look at two important decisions that operations face—whether to use a centralized service or an in-house laundry, and who is the right leader for your company.

Those are very different situations, very different decisions, but

it’s vital for a laundry to make the right choice in each scenario.

Maybe you need to decide how best to retain employees. On page 12, Craig Hanson from BDS Laundry offers his advice on how to slow the revolving door of laundry employees, while on page 16, Panel of Experts member Richard Engler from John Peter Smith Health Network offers his perspective on the issue.

Or maybe you’re looking for a large-capacity dryer. Turn to page 18 to read about options from several manufacturers of these machines.

There are a lot of decisions that have to be made every day, and I hope this issue helps you at least a little bit when it comes to the decisions you have to make in your laundry.

But one choice is non-negotiable: Keep it clean, everybody! ALN

Holloman retiring as Cintas’ president/COO

CINCINNATI — J. Phillip Holloman has retired from Cintas Corp. as president and chief operating officer, effective July 31, the company reports.

“I thank Phillip for the tremendous contributions he has made during his many years with Cintas,” says Scott D. Farmer, chairman and CEO. “Those of us who have had the privilege of working with Phillip know that Cintas is a better company because of him and he will be missed.”

Holloman has been with Cintas for 22 years and has held many positions, including vice president of engineering/ construction, vice president of distribution/production planning, executive champion of Six Sigma Initiatives, senior vice president of global supply chain management, and rental division president and COO, and president and COO.

The company says Holloman is a founding member of Cintas’ Diversity Committee and also received the Excalibur Award, the company’s highest award

reserved for business executives who demonstrate excellence during their tenure.

Holloman is also the recipient of numerous external awards and recognition. In 2009, he was recognized in Black Enterprise magazine as one of the “100 Most Powerful Executives in Corporate America.” He received an honorary Doctorate of Humane Letters from Wilberforce University; was a 2010 Cincinnati “Men of Honor, A Salute to African American Men” award recipient; and received the Merlin Pope, Jr. Diversity Leadership Award in 2012. Holloman was named a University of Cincinnati Kautz Alumni Master in 2012 as well.

With Holloman’s departure, the company says it is reorganizing its top executives. Todd Schneider, currently president and COO of the rental division, has been promoted to the newly created role of executive vice president and COO. Michael Thompson, currently senior vice president and chief information officer, is being promoted to the newly created role of executive vice president and chief administrative officer. J. Michael Hansen, currently senior vice president and CFO, is being promoted to the newly created role of executive vice president and CFO.

What should I focus on?

Iwas asked recently by a relatively inexperienced manager which costs they should really focus on. I told the manager to focus on the largest and most controllable cost, labor. I went on to explain that if you focus on your largest cost, then every other decision is made easier.

If my goal is to make my labor as productive as possible and thereby reduce my labor cost, then I will tend to manage my washroom in a way that supports that decision. Rewash is not good from a productivity, linen replacement, chemical or a utility standpoint. If my goal is to keep my employees productive, then my focus will be to reduce the amount of rewash.

This may be achieved by presorting the linens into various categories to ensure efficient handling after washing. It may involve increasing the wash temperature or using more chemicals. The goal is to keep an eye on the labor expense.

By placing emphasis on the one cost that is most important to keep under control, you can develop plans to achieve that goal. Too often I went to laundry manager meetings and other managers would brag about how low they were able to get their washroom chemical costs. I am happy to admit that the cost of my washroom chemicals per hundred pounds of clean processed linen was never my major concern. My focus was on labor and textile costs.

I managed a linen rental healthcare laundry. My two largest costs were labor and textile products. My management decisions were based on how I could increase productivity and increase textile life. My chemical costs may have been higher than some of my fellow managers, but my linen replacement costs were much lower. I achieved this by buying higher quality linens that lasted longer and washing them precisely to achieve that greater life.

“M Y TWO LA RGE ST C OSTS WERE LA BO R AND T EX TIL E PRODUC TS. MY MAN AGEMEN T DECI SIONS

WERE B ASED O N H O W I C OUL D INCRE AS E PRODUCT IVI T Y AND INCREASE T EX TIL E L IFE.”

The entire workflow through the laundry was designed to minimize the number of times a piece of linen was touched in the process of going from soiled product to clean product. Attention to detail was very important in fine tuning the operation. Which product washed best in which tunnel washer was carefully monitored. Rejected textile products were reviewed to determine why they were rejected and what could be done to reduce the amount of rejects.

Production equipment and staffing patterns were examined to determine what system worked best. Employee rotation on certain jobs increased productivity while employee rotation on other jobs hurt production.

We also looked at the blend of the textile products and the color or print of the textile products we were buying to make sure the products properly finished at high speeds and were easily recognized. Easy recognition helped the laundry staff as well as the staff at the hospitals.

We implemented a computer-based productivity monitoring system to help us monitor each phase of the production. You cannot manage what you do not measure. While labor cost per clean pound processed is a great figure to monitor, it does very little to tell me where in the laundry I can find improvement. A good instantaneous, computer-based productivity system allows management to make small adjustments in personnel or procedures and immediately see if they have a positive or negative impact on production.

•

•

•

From

•

My father would smile at me and say, “Keep your eye upon the donut and not upon the hole.” Focus on the really important things and you will succeed as a manager.

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

Holloman

Laundry

He points out that because of using WHLS, Timber Ridge employees can be more guestfocused, rather than being concerned about laundry operations.

“More time can be dedicated to customers,” he adds.

According to Sebestyen, a centralized laundry service aids the property because WHLS can focus on laundry labor, being efficient and effective, and having the specialized equipment needed to process pound after pound of terry and linens.

In terms of the labor benefit provided from using WHLS, he points out that with the “war” for finding talent in a low-unemployment economy, people are hard to find in certain areas of the country who will work in a laundry department.

“Centralized laundries are most cost effective in operations and utilities,” shares Sebestyen. “You do not need to purchase the equipment and have engineers to repair it.”

Speaking of equipment, he points out that centralized services have specialized equipment for laundry, especially to make hospitality linens as “user-friendly” as possible. WHLS says it uses stateof-the-art tunnel washers and dryers to process 10 million pounds of laundry annually.

“The equipment has moisture sensors so they can dry the linens without burning them,” Sebestyen says. “This makes the sheets more comfortable and you do not have to replace them as often.”

And while the service is nearly an hour away from Timber Ridge, which can be a cause for concern,

internal distribution locations, a 25-bed rural medical center, a rural trauma emergency facility, 36 regional specialty clinics, and two regional medical complexes.

“The White River Health System manages a very good healthcare laundry facility,” says George Latus, manager of laundry

a problem with a stain, questionable linen or process, we can investigate and correct the problem immediately. We can ensure the linen provided to our patients and all healthcare facilities within the White River Health System are clean, safe and processed with integrity and a high standard of quality.”

Another benefit Latus sees to White River Health System using an in-house laundry is the ability to secure employment opportunities for local residents.

needs. This forced the department to run two shifts per day.”

White River Health System’s current laundry operation processes more than 5,000 pounds of linen per day with a team of 13, according to Latus. The team works eight hours a day, five days a week, with a two-person in-house delivery-and-sort crew on weekends.

He says challenges for the new operation are the “minor variables” that may come up on occasion.

Another situation that can arise is a machine being down for repairs, which would quickly create a backlog of unprocessed linen.

“In this situation, we would have to call a local off-site laundry service operator to assist us with our laundry needs,” Latus shares.

Sebestyen is confident that the property will have all of the terry and linens it needs. He says WHLS picks up seven days a week, has 24-hour turnaround and provides a dedicated account manager.

“We are not the experts in laundry, WHLS is,” Sebestyen points out. “They have people and equipment focused on laundry operations, and we focus on hospitality. That is why we use them.”

IN-HOUSE

White River Health System’s in-house Laundry Service Department provides laundry and linen services to all the facilities in the system, which includes a 235-bed medical center with 35

services. “By operating our own on-site laundry operation, we have total and complete control of every element and process dealing with the laundry system, and, when necessary, we can be flexible.”

Latus says that the on-premises laundry (OPL) has the ability to control the costs of linens through its group purchasing contacts. This also applies to the purchasing of chemicals and detergents.

He adds that the maintenance department provides routine inspections on the equipment that help prevent mechanical issues that may develop.

“We have the ability to manage and control our rewash,” Latus points out. “When we recognize

“The success of a well-run department is attributed to quality, training and dedication of the staff,” he says. “Our distribution system works well. We are already providing an in-house courier that delivers supplies and linen to the health care clinics daily. The larger facilities have scheduled deliveries and pick-ups weekly.”

That’s not to say that there haven’t been challenges for the OPL. Latus says that prior to the construction of a new laundry facility in 2011, the department was faced with obstacles that prevented it from achieving its daily goals.

“Some of the problems that were encountered dealt with machinery and equipment that was starting to age out,” he shares. “We also recognized that the washer-extractors were under-sized for the volumes of laundry that we needed to process in order to meet our daily

“Manpower and staffing will always be present due to employee illness or time away from work,” Latus says. “You may encounter problems with local utility disruption that could affect your power

“They always do a great job and are at the top of our list if needed for any type of laundry recovery we encounter. This is a necessary step that all laundry managers should engage. It is important to have a secondary laundry provider/facility that has the capability to provide a recovery plan that will meet or exceed the needs of your healthcare facility.”

He says that every operation or process the laundry department

or water supply. It’s necessary to monitor your linen inventory to assure that you have adequate linen in the system that will provide necessary linen usage for emergency situations. Our goal is to maintain a seven-day supply on hand.”

can control and manage provides White River Health System the ability to control the expenses and outcomes.

“It all cost nickels and dimes, but in the end, it’s all about how you manage your pennies,” Latus says.

Wisconsin Hospitality Linen Service offers 24/7 service for its clients, such as Timber Ridge Lodge & Waterpark. (Photo: Timber Ridge Lodge & Waterpark)

Total and complete control of every element and process is a big plus for White River Health System’s OPL. (Photo: White River Health System)

White River says its in-house laundry allows the healthcare provider to control rewash. (Photo: White River Health System)

White River Health System in Batesville, Ark., says its Laundry Service Department has the ability to control the costs of linens through its group purchasing contacts. (Photo: White River Health System)

“WE CAN ENSURE THE LINEN PROVIDED TO OUR PATIENTS ... ARE CLEAN, SAFE AND PROCESSED WITH INTEGRITY AND A HIGH STANDARD OF QUALITY.”

—GEORGE LATUS. WHITE RIVER HEALTH SYSTEM

“WE

—JOE SEBESTYEN, TIMBER RIDGE LODGE & WATERPARK

Tools f the Trade

Bryan Boilers has expanded its condensing offering with the BFIT Series of condensing boilers. The company says the BFIT boiler provides access to the heat exchanger and burner for cleaning and maintenance previously unavailable in condensing space.

BFIT boilers require 46% less space than competitive models, and an optional racking system allows for double the Btu within the same footprint, Bryan says.

Large-diameter, circular tubes provide desired waterside traits for variable flow or primary/ secondary applications.

According to the company, a 5:1 turndown system reliably starts call after call and eliminates multiple, seasonal start-

ups or excess air diluting condensing efficiency at low fire. Flexible venting options include up to 200 equivalent feet of venting in CPVC, polypropylene or AL29-4c in Cat 4 or Cat 2 common venting with an engineered vent system.

The Concert Boiler Control features Intuitive Icon Navigation with “touch and move through” menus at commissioning or connecting with Energy Management Systems, Bryan says. The control also features USB data port for sharing data, self-guiding diagnostics with fault and correction feature, and archives for logging operational information.

www.bryanboilers.com 765-473-6651

Thermopatch says its high-production Natmar Easy Seal AV double buck heat-seal machine already comes standard with the most safety features in the industry. Now the company says it can be ordered with an added enhancement to help eliminate injury.

The HS177-1C Easy Seal AV now requires two-handed activation, according to the company. The AV stands for automatic version, where an operator presses a button on the side of the machine and the top heat-seal head swings over to the other bottom platen and heat-seals automatically.

With the HS177-1C version, Theropatch says instead of pressing one button, two buttons must

be pressed, and they are spaced far enough apart that it requires two hands to activate the swing motion.

Besides this new safety feature, the company says the machine comes standard with an emergency stop switch, touch guard, lower platen safety guard, pinch guard and time/temperature/pressure lock-outs, making the HS177-1C the safest and highest production heat-seal in the industry.

www.thermopatch.com 800-252-6555

DEMA Engineering Co. reports it has released Trident, a technology-rich laundry dispenser for the digital world.

Designed for on-premises and commercial laundry applications alike, the company says it’s a forward-thinking platform with Bluetooth technology for use with iPhones, iPads, Android devices and PC integration. DEMA says the dispenser connects to smart devices so operators can write and store programs, access real-time data, get service reports, reminders, and more.

Trident uses the Pro-Access interface module,

the company says. The Pro-Access controls up to eight pump stands with two flushes, or 10 pumps without flushes. Trident blends smart device-capable technology with the best features of DEMA’s legacy dispensers, such as quick change pumps and durable pump gear motors, according to the company.

DEMA says features coming soon include multimachine capability, pump expansion modules and integrated sensor technology for proof of flow, delivery and much more.

www.demaeng.com 800-325-3362

Maytag® Commercial Laundry introduced the Maytag® Multi-Load Washer this summer. Designed to continually handle large, heavy loads of laundry turn after turn, Maytag says the washer can be configured in hundreds of different ways, allowing owners and property managers to choose among different water heating, electrical connection, controls, drain, water inlet, and construction options.

The rigid and soft-mount washers are assembled on a dedicated production line in Fall Rivers, Mass., and are available in 20-65 pound sizes, according to the company. The washers are engineered to deliver G-forces of 200 for rigid-mounts and 400 for soft-mounts to achieve maximum extraction and help prevent unbalanced loads.

The Maytag® Multi-Load Washer is backed by a Maytag® limited parts warranty—10/5 years for the vended market and 5/3 years for the onpremises laundry market.

Some of the features of the new washer Maytag points out include:

• A powerful drive system and wash unit.

• Intelligent, revenue-generating controls and customizable cycle settings.

• Maytag Connect 360°™ Technology Laundry Management System, with a Wi-Fi-enabled system.

www.maytagcommerciallaundry.com 800-662-3587

Condensing boiler provides cleaning, maintenance access to heat exchanger, burner

Notice Anything?

InkGo® Is Now Odor Free!

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InkGo is still the environmentally friendly,* safe way to remove ink stains from all types of fabric. It’s still great at removing autoclave tape and adhesives. And since it’s odor-free, InkGo is more pleasant to work with.

Does odor really matter? As more drycleaners position themselves as good environmental stewards, keeping chemical odors in the plant to a minimum can help them differentiate from their competition. And odor-free is a real plus if you’re working on ink for an extended period of time.

Now that’s worth noticing!

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to the advances of technology. So, what does leadership in laundry/linen services look like today, and what will it look like in the future?

LEADERSHIP QUALITIES

A true statement is that leaders are made rather than born. A leader’s role is to produce more leaders. In my experience, I see that great leaders possess the following qualities in order to build a strong leadership team:

1. Vision—A shared vision will inspire others to follow your lead. The ability to stay focused while managing dayto-day activities.

2. Integrity—Conducting yourself honestly and ethically at all times.

3. Attitude —Maintaining a positive attitude and challenging yourself to develop this every day. How we react to a situation is 90% attitude, and 10% is the issue at hand.

4. Self-development—Learning opportunities are pursued by successful leaders because they are required to keep up with the pace, technology, new strategies and developments in their fields. They are always trying to improve their skills so they can lead and develop others.

5. Humility—The quality of being humble, yet strong.

6. Persistence—Staying the course in the face of opposition and adversity. Leaders work harder, longer and don’t quit in spite of the obstacles they face.

7. Curiosity—This is a strong desire to know or learn something, and leaders gather the facts rather than make assumptions.

8. Self-confidence—Believing in yourself and your abilities so that others are inspired to follow your lead.

9. Accountability—This is taking on two roles as a leader: personal accountability and accountability for someone else’s performance.

10. Interpersonal skills—A strong rapport with all types of people at different levels within an organization. A leader has to be a great communicator and recognize how others respond to them.

11. Commitment—Make each new day count for mastering skills and furthering goals.

12. Passion—Convincing others that the leader’s preferred topic is worthy of everyone else’s attention.

13. Decisive —Making decisions and being confident about the outcome.

14. Empathy—Understanding and feeling the pain of your followers is a major step in becoming an effective leader. Leaders sometimes overlook this quality because they follow a dictatorial style.

15. Delegation—Being able to delegate tasks to your subordinates and track their performance. Providing them with all the resources and support to achieve your goal—empowering your followers.

16. Analytical—Taking the time, energy and focus to access the thought, issue, vision or change.

17. Accessible/Approachable —Being

approachable and having an opendoor policy.

All the qualities mentioned apply to this industry, plus more empathy, compassion and attitude because the laundry industry is one of the toughest industries to work in due to the high demand and low supply of talented leaders who are attracted to the industry.

When people are promoted to a managerial role, it doesn’t automatically mean that person can lead. They may not be able to hire people that may be better than them, or able to connect with people and help them reach their goals.

the temptation to tell their people what to do and how to do it. Also, leaders create fans because this will help them increase their visibility and credibility.

While the front office is leading the laundry/linen service, plant managers and supervisors are managing the operation. Whereas leaders create fans, managers have a staff, and they work on shorter-term goals, focusing on setting, measuring and achieving those goals. They control risk and direct—they seek to avoid or control problems and assign tasks and provide direction on how to accomplish them.

To accomplish this, managers build systems. They think about what made them successful and incorporate existing and proven skills. Whereas leaders build that personal brand, managers copy the competencies and behaviors learned from others and adopt those leadership styles. They try to keep the same systems that work or refine them into better processes.

Finally, managers are methodical, which means they pay close attention to detail, process and direction.

LEADERS FOR THE FUTURE

4. Shifting high potential leaders in different jobs/roles to provide more challenges and responsibilities.

5. In regards to performance reviews, do this on a more frequent basis instead of annually. Make note of performance daily, weekly and quarterly.

6. Collaborate with other employees and managers to ask their opinion/advice whether they would recommend the individual you have in mind for a leadership role.

7. High potential leaders will coach and be mentors. Look for these qualities that stand out among others.

8. Locate high potential leaders who will be “all in” for a company’s future.

9. Utilize assessment profiles to align skills and characteristics to success factors on the job.

10. Ask yourself when evaluating high potential leaders, do they have resilience? If they fail, do they try again?

LAUNDRY LEADERSHIP: FRONT OFFICE, PLANT

Another true statement is that leaders lead and managers manage. This needs to be kept in mind when a laundry looks at leadership in terms of the front office and in terms of the plant.

In the front office, the president and CEO and upper management team need to be leaders. Leaders paint a picture of what they see as possible; they create a vison and get others to follow. To do so, they set distant goals. They are unique, which means they are self-aware and build a differentiated personal brand.

Leaders are change agents, which means they embrace changes, assess and know if things are working. They make changes in order to create a better way forward, and they take risks to move the company forward. Related to this, they seek out new things to learn every day, otherwise, they feel as though they are falling behind.

Finally, leaders build relationships. They coach their teams, which means they resist

While a laundry may be needing a leader “now,” it’s very critical to keep in mind where the business is going in the future because without the right people in the right seat, the company’s vision can be ruined.

Think about this, without vision, it is hard to make followers and high-potential employees into leaders. With vision and core values, your company will be driven by leaders that understand and invest in people which is your greatest asset.

When searching for the right people for leadership roles, I suggest a laundry do the following:

1. Hire individuals not only for the position you are trying to fill at the time. Think if they can fill multiple positions from great leadership.

2. Implement an operating system where everyone can show their talent, where you can evaluate not only performance, but also potential.

3. Develop an in-house leadership development program.

11. Look for emotional intelligence for high potential leaders. Do they connect with others and handle situations fairly, honestly, with integrity and core values in mind? Do they have the company’s best interest in mind and interest at all times?

All qualities mentioned with a futuristic vision concentrate on creative and innovative thinking with the mindset of aligning the right people in the right seat.

In the next decade, I see great leaders asking the right questions with core values and vision of the company in mind, being more accessible and having an open-door policy, organizing for chaos, fostering the behaviors of growth, integrating the ability to work with people and technology, and guiding the entire interconnected system toward a positive purpose.

Deana Griffin is president of The Griffin Group Inc.® She has 20 years of recruiting experience for the uniform and linen/textile industry. She can be reached though the website www.thegriffingroup.cc.

(Image licensed by Ingram Publishing)

“WHILE A LAUNDRY MAY BE NEEDING A LEADER ‘NOW,’ IT’S VERY CRITICAL TO KEEP IN MIND WHERE THE BUSINESS IS GOING ... ”

—DEANA GRIFFIN, THE GRIFFIN GROUP INC.

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Slowing the employee revolving door

BY CRAIG HANSON

ST. PAUL, Minn. — What is it that makes one laundry better than another? In the equipment distribution business, obviously we like to think that when a hotel or other on-premises laundry (OPL) invests in high-featured equipment with the latest technology, results are guaranteed. They aren’t.

This is why many operations have opted for laundry management systems. Such systems act as the eyes and ears of the manager, when they can’t be on-site. The networked technology is a check of efficiency, processes and correct cycle selection/machine operation.

However, a quality operation is more than just high-tech equipment and systems. Behind it all are the people entrusted to manage this important task. It’s not glamourous work; often it’s hot and thankless work. Those are just a few of the reasons laundries can see significant turnover in staff.

Obviously, we can’t really change the work environment, so how do we keep employees, reducing that revolving door situation that so many laundries battle?

FOCUS INWARD

We’ve already established that the overall work and work environment is less than desirable. Now imagine that the management is less than collaborative. Turnover is an absolute certainty. So, as we look to curb the churn of employees, a good first step is to focus attention within. What is the work environment created by management? Is it one where employees are valued and their efforts appreciated? Is it collaborative?

The very nature of a busy on-premises laundry is one of constant pressure to meet the daily throughput volumes. It never ends. For most operations, employees start the shift behind— laundry is already there waiting for them—and it continues to pile up throughout the day. At the end of the day, if we are lucky, all the loads are processed. But come the next day/shift, it all starts over again. If that pressure and lack of progress is matched by manage-

ment that seems unappreciative, it’s no surprise that employees would become disenchanted and jump at the first opportunity.

So, look at the workplace atmosphere. A simple “thank you” can go a long way toward employees feeling valued, and that, as we can all attest to, contributes to increasing job satisfaction.

Similarly, are you taking time to highlight someone who went the extra mile? Doing so helps perpetuate it; employees are more likely to do it again if they think the effort is appreciated. You’d be surprised by how something as simple as a cup of coffee as thanks for covering a shift or uncovering an issue can change an employee’s mindset. And the more employees you have supporting management, the better the overall work environment can be.

But all this starts with managers being able to look at how they treat employees and their willingness to change. Managers who operate in a dictator style will never inspire true teamwork.

SET A STANDARD

As I mentioned, management systems like TotalVue help managers collect seemingly infinite data on the operation. Using the systems to set a baseline for the laundry can be the start of another strategy to improving staff morale.

Again, it comes down to the laundry manager taking a positive

approach. For the operation run under a dictator style, the addition of the laundry management package could be viewed as “big brother” monitoring and trying to catch employees slacking or making mistakes. Not a great way to keep staff happy, engaged and employed.

A more progressive way of looking at the technology is as the foundation of a team approach. What if the baseline numbers could be used in a positive way to measure performance and reward teams for hitting key performance indicators? The ability to monitor and measure performance is a great tool to build greater job satisfaction.

Hitting or exceeding KPIs (key performance indicators) could mean small bonuses or even just a pizza lunch. It’s amazing the level of appreciation that a few large pizzas can convey. Job satisfaction increases exponentially when staff feels appreciated.

The key to building in the incentives is to make sure quality doesn’t suffer. It’s about meeting or exceeding daily volumes, while not impacting rewash.

ASK QUESTIONS

Employees are far more engaged and satisfied when they are asked for input. A quality work environment should include two-way communication. Managers should strive to avoid barking orders or talking at

employees. Work to engage staff and ask for their thoughts and input. These are front-line staff who offer insights into the operation and processes that you might be missing.

Not only might you gain information on how to improve processes, but you also could identify ways to improve the overall work environment. I’ve heard of managers having great luck with hosting just short weekly or monthly informal stand-up meetings. It can give a great gut check on how things are going and uncover and process breakdowns or opportunities to improve training.

Speaking of training, are you doing enough of it? Is it adequate? Here’s another example where asking questions can help identify improvements in the on-boarding of staff. It’s no secret that poor training processes can lead to ambiguous direction, which leads to general job dissatisfaction. Create a solid training program for new hires that includes circling back a few weeks later to gauge its success and if you need to tweak it.

FINAL THOUGHTS

The thoughts raised in this column aren’t really breaking new ground. Keeping employees engaged and happy requires simple communication skills: Ask for their input, set

clear expectations and spotlight successes in front of the team. Employees who feel empowered, heard and rewarded for their efforts are more loyal and inspire the same behaviors in their coworkers.

From there, it’s a matter of utilizing systems to measure performance. Generally, we all like to have a goal to shoot for. It keeps us focused. The last thing a laundry wants is staff that comes in, heads down, and has the attitude that no matter what I do today, laundry will pile up and it will start all over again tomorrow.

Engaged employees who know that what they do in the laundry impacts the quality of a guest experience or comfort/health of a patient will see their position as more important. That will mean greater satisfaction of a job well done and an overall longer tenure with the operation.

Strive for improved communication and engagement—you’ll be surprised by the impact not just on staff turnover, but also finished quality. ALN

Craig Hanson is vice president of the Commercial and Industrial Equipment Division at BDS Laundry, a UniMac distributor based in St. Paul, Minn. He has 35 years of laundry industry experience. Hanson

Reducing staff turnover starts with communication, setting clear goals

(Image licensed by Ingram Publishing)

Prudential opens cleanroom laundry processing facility

More than 120 attend ribbon-cutting ceremony

NASHUA, N.H. — Prudential Cleanroom Services hosted a ribbon-cutting ceremony at its new cleanroom laundry processing facility here on June 28, the company reports.

The location features a 131,371-square-foot commercial laundry facility on a 14.23-acre tract. Prudential says it completed the first of three phases: building a one-story facility that includes offices, industrial space, employee areas and loading docks, with 136 parking spaces on-site for staff.

“This facility now provides over 85 well-paying jobs for the greater Nashua community and provides our customers with world-class cleanroom laundry services throughout the Northeast,” says Stefan Schurter, senior vice president of Prudential Cleanroom Services.

The ribbon-cutting ceremony included more than 120 attendees. Speakers included Schurter; Will Arvelo, director, New Hampshire Division of Economic Development (Department of N.H. Business and Economic Affairs); Mayor Jim Donchess, City Of Nashua; Tracy Hatch, president and CEO, Greater Nashua Chamber of Commerce; and Brad Schacherl, general manager of the Nashua facility.

“We are pleased to welcome Prudential Overall Supply to Nashua,” says Donchess. “Economic development is a top priority for Nashua.”

The first phase is a 70,091square-foot building. The next phase will be a 45,000-squarefoot section, and the last phase will be a 16,280-square-foot addition. The building will occupy 12.2 acres of the site once all phases are completed.

“We are very pleased to welcome Prudential Cleanroom Services to Nashua,” Arvelo says. “The capabilities it provides are vital to the many companies whose advanced manufacturing processes require hightech, industrial laundry services. We look forward to watching them grow and prosper in New Hampshire.”

Prudential Cleanroom Services is a division of Prudential Overall Supply. Since 1960, the company says it has been recognized for its cleanroom laundry processing services. ALN

CITY celebrates opening of new facility

POLK CITY, Iowa – A ribbon-cutting ceremony was hosted by CITY | Clean And Simple to celebrate the opening of its new facility here on June 25, the company reports.

The new building is significant because it is a sign of growth in the area, according to Colin Wetlaufer, president of CITY

“We are excited to be in Polk City, serving the greater Des Moines area,” Wetlaufer says.

“The new structure will show CITY’s commitment to being the best in the industry.”

CITY started servicing uniform rental, mat rental and facility services to the Des Moines

metro area in 2010. Mark Ballo, a CITY employee with more than 36 years of experience, moved from CITY’s headquarters in Oelwein, Iowa, to sell, service and grow a CITY Des Moines branch from zero to multiple routes, according to the company.

“We are excited to have your business here, and we love seeing [CITY’s] trucks coming through already,” says Jason Morse, mayor of Polk City. “It’s a great addition to Polk City, and having your business as an anchor for us in this new location is very exciting. We look forward to a long, prosperous relationship.”

CITY began by leasing space to service businesses, but Wetlaufer said the plan was always to build a permanent facility. Planning for the new facility started two years ago, and construction began last October. The new building allows CITY to continue its growth, and the goal is to fill the building with new clients Wetlaufer says.

“It’s been a great experience so far, and we’re excited for the future,” he adds. “Eight years ago, this month, we started servicing the Des Moines market, and now we finally have a place to call home.” ALN

From

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Since 1983, the CLM brand has delivered the most cost-e ective, most money-making shuttle conveyors, vacuum feeders, mat rollers, towel folders and its mighty line of 200-1200 lb. dryers. Come to the brand where long-lasting and low-maintenance equipment is standard.

“Your dryers are long-lasting. The PLC control is easy to use, helping to reduce cycle times, considerably.”

equipment has a good reputation: sturdy, reliable and e icient.”

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The Evolution of an Enterprise

BY HALEY JORGENSEN

WESTBROOK, Maine — If you live in Maine, you’re likely a customer of Pratt Abbott Garment Care—the state’s largest provider of drycleaning, vended laundry and linen/uniform rental services.

David Machesney and his father, Jim, purchased the company in 1991. It’s since grown fivefold— capturing market share through acquisitions, new development and continual improvement.

Today, Pratt Abbott umbrellas 12 drycleaning facilities, eight vended laundries and a 50,000-square-foot linen and uniform rental plant. By design, mul-

tiple revenue streams feed the Pratt Abbott enterprise.

“One of the reasons we have all three business sectors is to provide volume to afford a management infrastructure which allows our employees growth opportunities,” says David Machesney.

The other, he maintains, is because providing “everything clean” simplifies life for customers.

A FAMILY-OWNED HISTORY

Always family owned, Pratt Abbott was founded as a solitary drycleaning store in 1944, in Portland, Maine, according to Machesney.

“Elliott Abbott led the business for 14 years, often waiting

on customers and pressing shirts himself,” he says. “In the 1940s, he combated unemployment by hiring veterans through the GI Bill.”

Among those hires was World War II veteran Roderick Lowell, who worked his way from the shirt presses to ownership in 1958. Lowell and his daughters staffed the counters, while Lowell’s father repaired and maintained machinery, according to Machesney. During the 1960s, he opened additional drycleaning locations and expanded into uniform rental.

Since acquiring Pratt Abbott in 1991, the Machesney family— including children and grandchildren—have worked the counters as well. After Jim passed away in

2015, David took the lead. He’s since significantly grown each of Pratt Abbott’s business segments—dry cleaning, vended laundry and linen/uniform rental—benefiting employees and customers alike.

DRY CLEANING

Today, Pratt Abbott’s drycleaning business makes up 60-70% of Maine’s retail drycleaning market and generates 38% of total company revenue, according to Machesney.

Twelve drycleaning facilities bring multiple services to customers, including dry cleaning, shirt laundry and household laundry services. Other perks include free

pickup and delivery, as well as offseason garment storage. Efficient equipment and processes ensure high-quality, eco-friendly results.

VENDED LAUNDRY: EXPRESS LAUNDRY CENTERS

Pratt Abbott’s vended laundry sector significantly contributes to the success of the company as a whole, contributing more profit than dry cleaning, according to Machesney. In many ways, the two intertwine. This is partly because most Pratt Abbott vended laundries and drycleaning stores are located side-by-side. This configuration draws revenue from a broader demographic, creates

Pratt Abbott Garment Care has grown through acquisitions, new development, continual improvement since being purchased in 1991

Pictured, from left, are Pratt Abbott owner David Machesney and Tom Gridley, general manager of the Uniform and Linen Rental Group. (Photos: Pratt Abbott Garment Care)

Pratt Abbott Uniform & Linen became a standalone business in 2000.

Pratt Abbott Uniform & Linen is outfitted with the latest laundry equipment.

Operating from a new industrial laundry plant, Pratt Abbott Uniform & Linen has enjoyed double-digit growth over the last year, according to the owners.

shared operational savings and encourages consumer crossover.

“We look at it as a convenience to the customer and a way to serve more customers,” shares Machesney. “Co-mingling also allows us to run fully attended laundries and offset some of the labor cost from drycleaning revenue.”

Thus, the vended laundries tend to make the drycleaning stores more profitable—and vice versa. Even better? The pairing creates “one-stop-shop” customer convenience. That’s important, according to Machesney, because Pratt Abbott “is in the business of selling time.”

UNIFORM & LINEN RENTAL

Uniform and linen rental—the most profitable Pratt Abbott business sector—began in the 1970s, but only recently ballooned into a super-performer.

“Back in 2000, we bet the uniform and linen rental business had more potential for growth than dry cleaning based on the demographics of our area and the lack of population growth,” says Machesney. “We broke the uniform and linen rental sector away from dry cleaning and formed a separate company to focus on it. We knew we needed to develop separate production plants and teams for both.”

That’s when Pratt Abbott Uniform & Linen became a standalone business.

Today, operating from a new, state-of-the-art commercial laundry plant, Pratt Abbott Uniform & Linen serves healthcare and hospitality clients within a 250-mile area. Making up a robust 58% of total company revenue, Pratt Abbott Uniform & Linen provides pickup and delivery of cleaned and leased garments and linens.

During the last 12 months, it has realized double-digit growth, according to Machesney. Thanks to the new plant’s size and equipment mix, he expects that growth rate to continue for the next two to five years.

CONTINUAL IMPROVEMENT & RETURN ON INVESTMENT

Committed to continual improvement, Machesney ensures his plants, drycleaning locations and vended laundries operate at peak performance. He reinvests for big returns.

“We continuously improve all our processes to provide innovative services that increase satisfaction, quality and value for our customers, and create profitable growth for our company,” he says.

During the last decade, for example, he’s renovated several vended laundries, which resulted in a per store revenue bump of 10-30% and utility cost savings of 50%. He enhances two stores per year and starts by replacing hardmount machines for higher performing soft-mount Continental ExpressWash® Washers and ExpressDry® Dryers.

“At many of our acquired stores,

utility costs consumed 40% of revenue,” Machesney says. “Now, thanks to the new equipment, we’ve got that down to 18 to 20%.”

As stores are renovated, they are rebranded Express Laundry Centers® and feature similar softmount equipment mixes. This consistency simplifies employee training, store management and routine maintenance, he said.

COMMUNITY CARING

Grateful for the company’s success, Machesney and the Pratt Abbott team make a point to give back to the community.

Junior Achievement,” he says.

Additionally, Pratt Abbott cleans 40,000 Coats for Kids each year and supports Camp Susan Curtis summer camp for underprivileged kids.

“These kids are in tough situations and summer camp gives them a chance to breathe and plan for their future,” says Machesney. “It helps them break the cycle of poverty.”

FUTURE EXPANSION & DEVELOPMENT

Following the current path, Machesney will continue to look

improvement and development.

“We like to diversify our assets and control our destiny,” he shares, “so in addition to having the three different segments of garment care industry, we invest in commercial real estate to control our locations and further diversify our assets. We absolutely want to continue to grow and solidify our market. If you can do something you like and be profitable along the way, that’s the ticket.”

Machesney is ever on the hunt for new opportunities. His most recent project includes the

Laundry Centers, which recently opened in North Windham and Yarmouth, Maine.

It’s a journey, according to Machesney.

“I didn’t look to get into the business to clean clothes,” he says. “I wanted to run a business, and I knew we needed enough size and infrastructure to do it right. I have 160 employees and five direct reports, and we try to make it a fun environment.” ALN

Haley Jorgensen is a public relations writer for commercial laundry equipment manufacturer

PANEL OF EXPERTS

Improving employee retention

hen reviewing this question, I believe that there are two items to consider here.

W

The first part is whether you really want people who are looking for other places to stay in your laundry operation. For me, the answer is an emphatic no.

Employees who are not engaged with their work are not what you want to base your operation’s performance on, much less your productivity metrics and organizational success. Employees who are not interested in being part of the team can regress to several behaviors, if they do not just stop coming to work altogether.

The infamous “retired in place” employee is common. This employee will do only the (minimum) required tasks and never give anything more. This is dangerous as it can be highly infectious and daunting for your high performers to witness.

The “drama club” employee is very painful for the other team members targeted by this bored employee who wants to move on, and this process will ruin an otherwise good team’s members by destroying their job satisfaction. When one employee throws another employee in front of the “bus,” everyone, including the witnesses, lose. A strong informal communications network is more common than ever with social media and can be very insidious.

The “counter culture” employee can be highly destructive for the entire team. This employee has not only social skills, but also leadership potential and does not feel that the current assignment is worth their continued commitment.

Destabilizing alternative viewpoints can be seductive to many team members where the leadership’s communication pathways are not clear and prompt in addressing the item du jour. When there is an alternate opinion, or worse, silence from leadership, the team members will end up being compelled to choose sides; we can easily see where that will lead.

The second part is pointing your recruitment, selection and

retention efforts toward the kind of team members you want on your team. As jobs available to workers are more plentiful every day and labor markets are so varied, I recommend focusing

Two appointed to ALM board of directors

RICHMOND, Ky. — David Bernstein, president of Lapauw USA, and Jason Hartsell, director of operations at United Hospital Services (UHS), have been appointed to the to the Association for Linen Management (ALM) board of directors, reports ALM. They joined new board president Judy Reino July 1.

“Our membership encompasses the entirety of the textile care industry, and we are so proud to have strong members on our board that understand our roles in serving industry professionals,” says Reino, president of Reino Linen Services. “David and Jason will bring extensive combined knowledge and fresh ideas to ensure ALM maintains its position as the textile industry’s best resource.”

Bernstein was appointed by the board to fill the seat of allied trades director, ALM says. He is in his third decade of serving the laundry industry with experience in machinery manufacturing

and specification, consulting, laundry planning, process improvement, operations and association management.

Hartsell was appointed by the ALM board to fulfill the unexpired term of treasurer, vacated by Richard Bott, RLLD, CLLM, Intermountain Central Laundry, upon his election to presidentelect. Hartsell, currently director of operations, joined UHS in June of 2004 and has worked in various roles at UHS, including the director of customer service and sales, IT, and purchasing manager.

The remaining members of ALM’s board include immediate past president Cindy Molko, RLLD, CLLM, Mayo Clinic; re-elected members Kathy Harris, RLLD, CLLM, Sea Island Laundry, and Nathan Rivers, RLLD, CLLM, Bay Pines VAMC; and Shane Woodson, RLLD, Source America, who will continue to serve as secretary.

on the options to help find the right new team members you want to stay.

Once the interview process has begun and we like what we see in the candidate, we take a complete facility tour. Showing what is expected from the candidate is key to helping make a good match. Be sure to show every job expected, and do not downplay any part of the jobs— good or bad.

We also insist that the candidate meet with and talk to another person in that job class so that a less formal exchange of work information can be shared. This helps with getting the understanding of expectations very clear in the candidate’s mind.

Once the candidate is selected, a welcome card is sent out. The new team member is introduced to the team at the shift huddle and assigned a mentor and training partner for initial training. This selection is done by the supervisory person who had interviewed the candidate.

Within the first week of employment, the manager has

a fifteen-minute meeting with the new employee to ensure that things are as expected, sufficient training has been accomplished and was retained, what was learned and enjoyed, as well as what concerns may have arisen, if any. A brief action plan is agreed on and another meeting to reassess is agreed to for two weeks ahead.

The same event and actions occur at week four, week eight and week twelve. At that time, a review of performance is created, and the team member is asked to review the organization and operations as part of the process. A mid-year meeting is scheduled and then the annual review.

This plan will help keep your new team member engaged and actively participating in his/her own development. Clear and timely communication pathways reduce the negative impact from the items listed before and foster a more open approach to building a personally tailored team member experience.

Isn’t that really what is being asked for by your team?

“I’ve hired a lot of people recently, only to have them leave after a short time. How can I get more of my employees to stay in the laundry?”

(Image licensed by Ingram Publishing)

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

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PRODUCT SHOWCASE

LARGE-CAPACITY DRYERS

ELLIS CORP.

Ellis Corp. offers three models of its energy-efficient WhisperDryer product line, the 450-, 675and 800-pound-capacity dryers. Standard features include variable-frequency drives on both the high-efficiency blower and friction roller basket, allowing for formulas to be tailored to the specific textile needs, thus reducing utility costs and increasing productivity, the company says.

The patented WhisperDryer oversized blower design operates at 70 decibels, which Ellis says makes it the quietest machine in its class. It is available with a single door or pass-through doors with one- or two-way tilting.

The company also says the large 55-inch door opening is ideal for loading by sling, shuttle conveyor or hand. The removable basket panels allow ease of maintenance along with the hinged swing-out blower motor and wheel.

www.elliscorp.com 800-453-9222

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

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

www.speedqueencommercial.com 800-590-8872

GIRBAU INDUSTRIAL

The ST-1302, which dries 140 pounds of laundry in just 18 minutes, offers a touch-screen control with seven pre-set programs and up to 36 custom programs, Girbau Industrial says. The ST-100, which dries 265 pounds of laundry per load, features 16 modifiable programs and eight phases. The parameters of each phase can be modified by time, temperature, rotation action, reversing, unloading variables and more.

Girbau Industrial says its products are backed by industryleading factory warranties. www.girbauindustrial.com 800-256-1073

JENSEN USA

JENSEN says it offers a full spectrum of dryers, ranging from its JTD series, with capacities of up to 250 pounds, to the DTX series in 450- and 800-pound capacities, to the DT series batch system dryers in 130- to 520-pound capacities.

and sealed basket housing, and built-in lint collection, all depending upon the series, the company says.

JENSEN adds that the combination of heat generation, air conduction, basket geometry and insulation results in an optimal heat distribution in the basket and the best possible air flow through the linen, while maintaining low radiant heat and noise levels.

All JENSEN dryers are maintenance-friendly, the company adds.

www.jensenusa.com 850-271-5959

PELLERIN-MILNOR

Each dryer also has a microprocessor for programming up to 200 drying formulas to handle both full and partial loads for 100 different types of goods, according to Milnor.

Pass-Through dryers can also be arranged in an innovative pod configuration, which promotes efficiency by eliminating travel and elevation time of a loading shuttle, the company says. In addition, Milnor says the Pass-Through Dryer line helps streamline operations with CBW®/PBW™ tunnel washers and washer-extractor systems. www.milnor.com 504-712-7656

SPEED QUEEN

The union of high-performance technology and user-friendly control options makes the Speed Queen 170-pound tumble dryer a great addition for on-premises laundries of all sizes and types, according to the company.

Speed Queen’s Quantum Gold control gives laundry staff control of the drying process and even offers audit data reports on machine operations and

Girbau Industrial says its robust ST-100 and ST-1302 Dryers unbind, condition and dry up to 265 and 140 pounds of laundered goods, respectively, using less energy. Both models are engineered with SpirotiltGirbau technology, which optimizes drying and simplifies unloading. They are available in steam, thermal fluid and natural gas.

GI ST-100 and ST-1302 Dryers can be used in concert with Continuous Batch Washing Systems or as stand-alone tumbler dryers, with or without optional vacuum loading, the company says. The vacuumloading models utilize a powerful suction system to facilitate and quicken the loading process.

JENSEN dryers can have features such as direct-drive technology, frequency-controlled basket speed, a modulating gas valve on the burner system, mirror image design, a high basket volume, extremely well-insulated

Milnor’s industrial PassThrough Dryer line is available in six different size capacities, ranging from 100 to 750 pounds.

Designed to save time and energy, the company says the fully automatic dryers, available in gas, steam and thermal fluid, are fixed-tilt and feature the Energy Saver Seal to keep air flowing through the goods without escaping around the outside of the basket. The goods are able to circulate freely within the huge open area— with about 65% of the perforated side sheet open so that hot air flows easily throughout the basket.

B&C TECHNOLOGIES

The DI Series of dryers from B&C Technologies offers versatility, reliability, affordability and efficiency for laundry operations, according to the company. The line is available in 225-, 325-, and 475-pound capacities, with

COMPILED BY MATT POE, EDITOR

[Pellerin Milnor Corp.]

[Speed Queen]

[Girbau Industrial]

[Ellis Corp.]

[JENSEN USA]

optional one- or two-way tilting, vertical or horizontal opening doors, pass-through with rear chute, and microprocessor control, and is able to be integrated into tunnel systems.

B&C Technologies says it also offers many custom options to suit the installation, making this a highly versatile dryer.

www.bandctech.com 850-249-2222

HUEBSCH®

As a smart laundry partner, Huebsch says it meets the needs of heavy-volume laundries, which require tumble dryers with significant capacity, fast drying power and low maintenance. The Huebsch 120-pound dryer can provide results in all three areas.

A high-performance heater box, sealed cylinder rims and a concentrated airflow pattern combine to keep utility costs down and the laundry operation yielding maximum throughput volumes, the company says.

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

Add in a reversing option to keep tangles to a minimum and the Galaxy™ control, with 30 programmable cycles, and the Huebsch 120-pound tumble dryer will give on-premises laundries years of solid performance, according to the company. That performance is backed by a three-year warranty.

www.huebsch.com 800-553-5120

method of drying all types of textiles with minimal energy consumption. The available models have loading capacities ranging from 132 to 485 pounds, allowing customers to have the ultimate production flexibility of a single or double batch system setup.

While most other dryers perform an average of two loads per hour, Kannegiesser says the PowerDry II averages three-plus loads per hour (most installations are much higher depending on the product mix and machine options chosen).

Standard features include

advanced energy recirculation, linear atmospheric burner design, effective air flow, large-volume baskets with removable panels, and a frequency-controlled inverter drive that adapts the cylinder rotation speed during the cycle for optimal air flow through the linen.

A key available option, the ECO2Power system, utilizes the machine’s programmable logic controller (PLC) to automatically adjust parameters throughout the drying process, according to the company. The adjustments are continuously monitored on

KANNEGIESSER ETECH

The Kannegiesser PowerDry II batch dryer combines maximum performance, reliability, flexibility and the highest level of efficiency available, the company says.

Kannegiesser says its revolutionary engineering design provides the most cost-effective

each component and are used to determine the exact drying point without over- or under-drying the articles.

The Kannegiesser PowerDry II has been proven in many applications, the company says, and is quickly becoming a customer favorite due to the advanced technology features and operational savings it provides.

www.kannegiesser.com 972-602-8766

DEXTER LAUNDRY

Dexter Laundry says its new line of O-Series dryers is designed ➢

[Kannegiesser]

to give laundry managers Total Control over their laundries, with controls that are easy to use with multilingual capabilities and state-of-the-art reporting.

Plus, the company says every

dryer is designed with innovative technology such as its Moisture Detection System and Fire Response System that operates without the need for water.

Dexter’s O-Series dryers are available in multiple sizes, including 120-pound capacity. The T-120 is an extra-large dryer that comes standard with a reversing tumbler, which decreases linen roping and reduces dry times, the company says.

The T-120 is designed for versatile installations, Dexter adds. It’s available with multiple electrical configurations, venting

options, and features a reversing door.

Like all its dryers, Dexter says the T-120 is built with highquality materials, balanced radial airflow and the right amount of air recirculation to maximize efficiency. With heavy-duty bearings in a cast-iron housing, Dexter says its dryers are built to withstand even the harshest laundry environments. This gives the company the confidence to back every dryer with a five-year warranty and lifetime technical support.

www.dexter.com 800-524-2954

UNIMAC

UniMac says its UT200N model 200-pound tumble dryer has the extra capacity on-premises laundries require to handle increased demands, while also delivering maximum efficiency to reduce utility costs and speed processing times.

The efficiency story starts with the dryer’s concentrated airflow pattern and sealed cylinder rims. UniMac says it takes that efficiency to the next level with its cutting-edge Overdry Prevention Technology (OPTidry). OPTidry eliminates

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

When equipped with the UniLinc Control and paired with the TotalVue system, UniMac says its tumble dryer gives managers the pinnacle of laundry management and delivers on its maximum performance in laundry promise. TotalVue is a cloud-based management and reporting system that the company says offers managers unparalleled visibility to laundry operations.

www.unimac.com 800-587-5458

EDRO CORP.

According to EDRO Corp., its 110-pound-capacity C110 tumbler dryer is a powerful, fastdrying machine with high-quality and robust components to ensure a long and useful machine life. The dryer is available in gas, steam and electric versions and is designed to meet the needs of virtually every on-premises and commercial laundry facility.

The company says some of the C110’s market-leading features include:

• A superior spider-andbasket assembly construction comprising tough tubular steel supports, a machined shaft, and extruded basket perforations that result in a smoother surface and stronger basket.

• An industrial-strength, compact drive and gearbox offers an efficient transmission of power. There are no large pulleys or multiple belts. Requires less maintenance.

• An exceptionally high CFM airflow that delivers outstanding drying results.

• DMP Microprocessor Control featuring five preset programs with time and temperature display, on/ off reversing, anti-wrinkle tumble, end-of-cycle buzzer and extra contacts.

Standard features on the C110 include fully insulated front,

[UniMac]

[Dexter Laundry]

side and rear panels; a large door opening for easy loading; and fewer moving parts, EDRO says. The dryer is easy to clean thanks to the self-cleaning lint screen.

www.edrocorp.com 860-828-0311

CONTINENTAL GIRBAU INC.

Continental Girbau says its Pro-Series II large-capacity dryers—available in 125-, 175- and 195/205-pound capacities—are designed to improve efficiency, production and safety.

Designed for greater flexibility and easy operation, the company says Pro-Series II Dryers feature load-management capabilities, cycle programmability and Linen Life Extension (LLE), a moisture-sensing system that prevents over-drying, extends linen life and increases energy efficiency.

CONSOLIDATED LAUNDRY MACHINERY

Consolidated Laundry Machinery (CLM) has produced costeffective, best-in-class industrial dryers for decades, according to the company.

CLM says it took the best attributes from its high-performing, long-lasting dryers and updated them with features that further enhance productivity, efficiency and ease of use. The company provides six industrial sizes with several heating options.

The company says its Micro-

Command III PLC now includes three heat-cycle termination methods to help reduce dry times and save fuel. M-C III’s color touch screen is simple to use and displays operatorfriendly screens that assist with proper program development and serviceability.

CLM also says the M-C III will handle any stand-alone or automated application, as well as communicate with a laundry’s current data management system. So, a plant could select CLM as the dryer of choice, regardless of the washer-

extractors used.

The company says its door-to-basket design protects products. The rotating door turns with the load and eliminates the need for a seal between the drying basket and the faceplate, so there are no pitch points in this crucial area.

Further, CLM says its new, state-of-the-art compact and powerful heating system provides superior fuel modulation

for additional gas savings along with reduced emissions.

www.clmco.com 323-232-2417

Featuring 12 programmable levels, LLE can target any dryness level from 0 to 40%. To ensure accurate moisture readings, the LLE system monitors a large load-to-surface contact area. When the dryer attains its pre-set target level of dryness, it shuts off automatically, saving energy, time and resulting labor costs, the company says.

Pro-Series II Dryers, which offer an optional Fire Suppression System (FSS), feature a modular electrical system for added reliability and easy servicing, balanced airflow and heat input to effectively reduce energy costs, along with a multipleburner heat system to efficiently and quickly reach desired temperatures, the company adds.

www.cgilaundry.com 800-256-1073

[Consolidated Laundry Machinery]

available. It also comes equipped with sensor controls to facilitate safe and smooth operation during automatic runs. www.lltusa.com 203-632-8777

• Microprocessor Controls allow owners to pre-program drying times, temperature and cool-down settings, and offer employees easy cycle selection with a digital countdown display.

LAUNDRY TECHNOLOGY INC.

Lavatec Laundry Technology says it is known for designing and building commercial laundry equipment that is intuitive to run and simple to maintain. When it comes to large-capacity, frontloading dryers, Lavatec offers its FL633 as a prime example.

Ergonomically designed for safe operation, this 175-pound machine is CSA-approved. Extremely durable and energyefficient, the unit is programmable for custom settings that save both time and manpower, the company says.

The FL633 offers a hinged or sliding door option, and drum tilting for easy unloading is

MAYTAG® COMMERCIAL

LAUNDRY Maytag® Commercial Laundry says its Multi-Load 120- and 170-pound-capacity dryers are ideal for owners and operators because the machines meet various on-premises needs and can help increase throughput and reduce utility costs, while saving time.

The company says the machines come with the following features:

• The Maytag® SensorActivated Fire Extinguishing (S.A.F.E.®) System comes standard on the 120- and 170-pound models. Should a fire be detected, the machine uses a controlled extinguisher to disperse water and alerts that the system has been activated.

• Reverse-Tumble Feature provides reliable and effective drying, even on large, bulky items such as blankets and comforters.

• The Extra-Large Door Opening is ergonomically designed for easy access and convenient self-service.

• Auto Cycle helps to prevent the over-drying of linens. The company says its dryers are backed by a three-year, limited warranty—all parts covered. www.maytagcommerciallaundry.com 800-662-3587

G.A. BRAUN INC. G.A. Braun says it manufactures several models of dryers, including PT (Pass Thru) standard, PT

chute load, PT Low NOx, Sideby-Side Chute Load and Sideby-Side Non-Chute Load System Dryers.

Braun PT Series dryers are available in processing capacities of 300, 500 and 700 pounds, and Side-By-Side dryers are offered in 300- and 500-pound processing capacities.

All Braun dryer models have patented and patent-pending features, the company says, adding that the dryers provide for great flexibility with respect to washroom configuration, and there is no limit on the types of goods that can be processed.

A few of the many key design features the company points out include:

• Precise basket chamber temperature control.

• Fast dry times.

• Consistent quality and outstanding resource efficiency.

• Split panel control box, an

exceptional safety feature that separates high-voltage from low-voltage components—first in the industry to offer this.

• Staggered rib heights on stainless-steel removable basket promotes outstanding tumbling action.

• Swing-out faceplates were designed for easy access to components to simplify maintenance.

• Pneumatics—centralized and standardized components for ease of operation and maintenance, and include LED indicators for troubleshooting.

• Efficient and simple-tomaintain lint collection systems.

• Exceptional return on investment/low cost of ownership. www.gabraun.com 800-432-7286

As your appetite for knowledge to improve your business grows, give our

Catherine

Dianne

LAVATEC

APIC attendees learn about value of proper healthcare laundry handling

MINNEAPOLIS —

Professionals who attended the Association for Professionals in Infection Control and Epidemiology (APIC) Annual Conference here in June learned about real-world solutions to the infection prevention and epidemiology challenges they face every day.

That education included learning about the importance of proper healthcare linen handling.

Both TRSA, the association for linen, uniform and facility services, and the Healthcare Laundry Accreditation Council (HLAC) exhibited at the event and shared vital information with attendees.

TRSA

TRSA says Hygienically Clean Healthcare certified laundries provided nearly 200 copies of a training video guiding caregivers at APIC 2018 in improving soiled linen handling performance.

Provided on a flash drive: the 13-minute video (The Six Cs: Handling Soiled Linen in a Healthcare Environment), a quiz to immediately assess viewers’ grasp of the video’s lessons, and

posters to reinforce the lessons year-round.

The association says the flash drive offer intrigued infection preventionists (IPs) from a single facility or those responsible for this function throughout health systems, whether acute or outpatient care environments or both.

The drive also attracted the atten-

tion of other professionals who visited the Hygienically Clean exhibit, such as federal and state health officials and suppliers of products and services to the IP profession.

Visitors to the Minneapolis display who previously received the video vouched for its effectiveness, according to TRSA.

Certified laundries have individually distributed the flash drive to customers and prospects, in addition to their collective effort to provide them at previous APIC and Association for the Healthcare Environment (AHE) expos.

HLAC

Visitors to the HLAC booth at APIC 2018 were keen to learn about the organization’s Accreditation Standards and its processed-based approach to preventing the contamination of healthcare textiles (HCTs), the council says.

Staffing the HLAC booth were HLAC Board Members Joan Blanchard and Carol M. McLay, and former HLAC Board President John Scherberger.

“Traffic at APIC was the best I’ve ever seen,” says Blanchard. “Visitors had a lot of questions about our standards and how to access them at our website. Many were happily surprised to learn our standards document is available for free and that we offer additional resources, like our HLAC Standards Checklist, which is very useful to IPs when

inspecting their own healthcare laundries.”

At its booth, HLAC says it had numerous, relevant resources on the role of healthcare laundry in infection prevention on hand. This included news of a newly available compendium, “Where Healthcare Laundry and Infection Prevention Meet,” which comprises four informative articles directed at IPs to raise their awareness of the role of healthcare laundry in infection prevention.

Scherberger notes that representatives from several state agencies visited HLAC’s booth.

“They’ve heard about our standards—how rigorous they are and how they’ve been universally accepted,” he says. “We’re happy to see that these types of agencies, too, are beginning to recognize the role of HCTs in infection prevention strategy.”

Blanchard further notes, “Visitors showed interest in HLAC’s inspection process, which is required before a healthcare laundry can receive accreditation. They were impressed by the breadth and depth of the whole process.” ALN

Amanda Thorson (left) and Christina Jurgenson from Carris Healthcare Center in Willmar, Minn., display flash drives containing a soiled linen handling video. (Photo: TRSA)

Putting patient comfort, safety first

BY JANICE LARSON

LOS ANGELES — Healthcare linens and other textiles are important to patient safety and comfort.

That’s what Melanie Miller RN, CNOR, a consultant with Silver Lining Apparel, a Certified Value Analysis Healthcare Professional (CVAHP) and an active member of AHVAP, the Association of Healthcare Value Analysis Professionals, believes.

Miller is a team-oriented nursing professional, experienced in direct patient care, perioperative care management, and materials management with strong focus on value analysis, linen management, sterile processing and supply-chain management.

She is an advocate for quality healthcare textiles and linen management processes that focus on the patient. Miller believes that by working together, healthcare providers and healthcare product developers and distributors

can achieve their common goal of increasing positive patient outcomes and satisfaction scores, and I spoke with her about this.

Larson: What key textile products do you believe impact patient outcomes and experience in healthcare settings?

Miller: Linens are very important. Ensuring that the linen thread counts support quality patient care is important for ensuring patient safety and comfort.

Fitted sheets should fit the bed properly, which is easy to say, but not always easy to do. When making patient beds, staff members should ensure that the fitted sheet doesn’t create a bow in the bed (due to being too tight) and isn’t saggy when wrapped around the mattress (due to being too loose). Proper fitting sheets should not be wrinkled or create pockets that the patient could roll into while resting, increasing the risk for additional pressure on areas of the

body already vulnerable to pressure sore development.

In regard to patient experience, gowns play a big role. Making sure patient apparel is sized appropriately and has a wrap full enough to cover the patient as they move around helps preserve patient dignity. Patients are the most important member of the care team. As the key team member, their gown communicates that the organization respects their dignity and need for modesty as they travel throughout the facility.

Gowns are also important in regard to patient safety. When patients are in the bed, gowns should be sized appropriately so that they drape over patients without adding unnecessary layers. The standard rule of three indicates that there should not be more than three layers under the patient while they rest in bed. Gowns should also be soft, breathable and moisture-wicking to ensure that the patient’s skin is protected and they are comfortable in whichever position they need or choose to rest in.

A patient gown should also pro-

vide caregivers with easy access to the areas of the patient’s body that they need to access to provide necessary care, especially in the case of wound care. Physical body checks are an important step in proper wound care, and the right gown allows them to be completed with minimal discomfort to the patient.

Larson: Do you think underpads influence patient outcomes and experiences in healthcare settings?

Miller: I do. Underpads are an important part of care, and more and more healthcare organizations are moving away from disposable underpads and are reverting back to using reusable underpads, which were once the industry standard.

A quality underpad should wick moisture away from the patient’s skin to ensure dryness. It protects both the patient and the surfaces they are resting on and provides a safe way for staff to properly position patients.

One important aspect to consider is this: Underpads should

only be used when necessary. Not every patient needs an underpad while resting in bed or in a chair. Providing appropriate levels of care is based on patient needs. This idea goes back to the three layers concept, and adding an unnecessary layer under a patient is not advisable.

Larson: What about laundry and linen distribution processes impacting patient outcomes?

Miller: The goal of a laundry process is to ensure that linen is hygienically clean and that each piece has been assessed for stains, discoloration, defects or damage. Linens washed according to state and federal laundering guidelines keep patients safe from the threat of cross-contamination.

Sorting is an integral part of the linen process on both the healthcare facility’s end and laundry facility’s end; it’s a shared responsibility. Soiled laundry should be appropriately sorted by the healthcare staff and then sorting should be checked again when the soiled linens arrive at the laundry

facilities. Assessing and sorting the laundry provides an opportunity to remove any contraband left in pockets or folds of linens that could be dangerous, or to dispose of any disposable items that may have been mixed into the reusable laundry in error.

Patients are underserved when excess waste is created. Adding more than three layers under them and generating unnecessary costs related to excess linen and bedding usage is an expense to all stakeholders.

A well-designed linen process reduces waste. Not only does it allow for each piece to be laundered appropriately, properly sort-

ed and assessed, efficient laundry processing also provides plenty of opportunity to remove stained or damaged linens before they arrive back at the healthcare facility, avoiding an accidental re-wash. Bed-making plans reduce waste by only using the items in the patient beds that are needed.

Larson: What aspect of the laundry and linen distribution process impacts patient satisfaction?

Miller: I know from personal experience that when you are a patient, you recognize from the moment you are admitted to a room that a hospital has a hotel

feel. Patients consider themselves more than a patient; they consider themselves as a client or consumer. They want to see a towel and washcloth that are in good condition, are soft and are of the size they need.

Patients want bed linens to be soft, fit the bed, be in good condition, be wrinkle-free and be comfortable. They like flat sheets that are long enough to cover them when they lie down, and they want a thermal blanket that is warm. However, they don’t want too many extra linens. Patients just want the correct amount of linens to keep them comfortable while they rest and heal.

Larson: How can the healthcare textile industry tie their goals and business processes more closely to Triple Aim (population health, experience of care, per capita cost)? What can we do to keep Triple Aim arms top-of-mind when working with hospital clients?

Miller: I think what is most important is making sure that every team understands the importance of their role in the healthcare textile creation, purchasing and handling process. Relationships need to be built between the linen consultant team, laundry processing team, supply-chain team,

value-analysis team and nursing governance. If all come together to identify which items they believe are most important to patient care, they can have an open conversation.

Responsibility for quality healthcare textiles needs to be accepted on all ends of the textile management process in order to meet patient needs. Healthcare workers who take the time to consider their role in the process can be part of the solution.

Larson: What type of education do you think is needed for value-analysis professionals to understand the healthcare textile industry?

Miller: It’s important to develop value-analysis professionals through the Certified Laundry and Linen Manager (CLLM) Program, connecting them with information shared by the Association of Linen Management (ALM), and educating them with TRSA, the association for linen, uniform and facility services, training.

It’s also important to learn through experiences such as visiting the laundry facilities they work with, attending health educational classes, and ensuring

they are up-to-date on infection control industry standards and all other standards needed to be confident when responding to their local Departments of Health, Centers for Medicare and Medicaid Services (CMS) and The Joint Commission.

Larson: Is there anything else you’d like to share?

Miller: I know I mentioned it before but in terms of patient satisfaction, patient self-esteem and patient modesty, it’s always important to remember that the patient is the primary member of the care team. Their opinions should be sought out and responded to quickly. Patient experience should always be top-of-mind.

If you don’t think the patient experience matters, you’re not paying attention to the industry trends. Consider the relationship between healthcare and hospitality when it comes to patient experience and satisfaction. It’s a score that is compared and documented and people respond to them in public reporting environments. ALN

Larson is vice president of clinical resources and consulting at Encompass Group.

Janice

management. (Photo: Encompass Group)

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In Memoriam: Jim Gross, Ozone Water Technologies/3E Technologies

TRYON, N.C. — Jim Gross, founder and president of Ozone Water Technologies/3E Technologies, died May 30 at the Comprehensive Cancer Center, Wake Forest Baptist Health in Winston-Salem, N.C., after a very short battle with leukemia, according to the family.

He was 82.

Gross spent 17 years as a third-generation business owner of Empire Linen Service in Lima, Ohio, where he was born and raised. After that, he started up a laundry consulting business for the international hotel industry.

As a consultant, Gross looked into ozone washing properties and brought the patented technology of Ozone Water Technologies/3E Technologies to market in 2001, according to Gross’ son, Michael.

Michael says he and brother Steven intend to move forward with the family business.

“We’re going to continue the business into the fourth generation, which is a good thing,” Michael says. “We’re going to continue his legacy.”

Gross was a 1958 graduate of Ohio State University with a bachelor’s degree in history.

He survived by his wife, Kathleen; three children from a previous marriage, including Michael (Lisa) of Frederick, Md., Steven (Elisa) of Gilbert, Ariz., and Dr. Jeffrey D. Gross (Leila Hale) of Las Vegas; seven grandchildren; sister in-law, Grecia Gross of New York; and Lima-native cousins, Jeanine (Gross) Framer and Leon Gross. He was preceded in death by his brother, Ronald Gross.

A graveside service was held at Shaare-Zedek Cemetery in Lima on June 3. Memorial contributions may be made to The Leukemia And Lymphoma Society.

Continental Girbau partners with AAdvantage Laundry Systems

OSHKOSH, Wis. — Continental Girbau Inc. recently partnered with AAdvantage Laundry Systems in Dallas to provide on-premises and industrial laundry equipment throughout Arkansas, Oklahoma, Northern Louisiana, Mississippi and North and West Texas, the company reports.

A full-service laundry equipment distributor, AAdvantage now represents Continental’s comprehensive offering of on-premises and industrial washers, dryers, feeders, ironers, folders and stackers.

“AAdvantage brings outstanding services, from sales and equipment leasing, to parts, service and installation, to every customer and project,” says Joel Jorgensen, Continental vice president of sales. “The company’s professional staff and innovative market approach sets them apart.”

“We’ve been business partners and friends with the AAdvantage team, Mike and Ryan, for years,” adds Continental President Mike Floyd. “We greatly respect their work, ethics and vision and look forward to years of shared successes.”

Among the largest volume laundry equipment distributors in the world, Continenal says AAdvantage delivers turnkey laundry solutions to on-premises, industrial, vended and multi-housing laundry customers throughout much of the Southern United States.

The company, which has grown exponentially in the last 20 years under the leadership of CEO Mike Zuffinetti and President Ryan Smith, is fueled by an expert team of laundry industry professionals, says Continental.

In addition to its Dallas-based corporate headquarters, AAdvantage operates regional offices in Oklahoma and North Carolina. Focused on providing durable, energyefficient equipment, the AAdvantage team strives to help “Make Great Companies Better.”

“We believe that Continental products bring unmatched value to our customers,” says Smith. “Continental’s equipment offering complements our mission of providing the best equipment in the industry, for the best price possible, in order to maximize our customers’ greatest ROI.”

EnviroStar Inc. to acquire Scott Equipment Inc.

EnviroStar Inc., a distributor of commercial, industrial and vended laundry products and industrial boilers, including related parts and supplies, has executed a definitive purchase agreement to acquire substantially all the assets and certain liabilities of Houston, Texas-based Scott Equipment Inc., the company reports.

EnviroStar says it will purchase the distributor of onpremises laundry (OPL) and vended laundry products, and provider of related installation and maintenance services, for $13 million, 50% of which will be paid in cash and 50% in EVI common stock.

The addition of Scott Equipment to EnviroStar’s existing Dallas operations is expected to result in more than $50 million in revenues derived primarily in Texas by 19 sales professionals, supported by 32 service professionals, and serving more than 3,000 OPL and vended laundry customers, according to the company.

Scott Equipment has been under the continuous ownership and leadership of John and Scott Martin since its inception.

“Joining EVI will provide us opportunities to offer more products and services to our OPL and vended laundry customers and facilitate growth opportunities in the large commercial and institutional laundry segments across the State of Texas and Southern Louisiana,” says Scott Martin, president of Scott Equipment. “Ultimately, EVI represented

the industry’s best solution for long-term growth of our business and new opportunities for our valued employees.”

EnviroStar says Scott Equipment will operate as a subsidiary of the company from its present locations, under its existing leadership, with all its employees, and conduct business as it has historically.

“John Martin, Scott Martin and the Scott Equipment team built a successful laundry distribution and service business by creating deep personal relationships with their customers and delivering them high-quality laundry solutions time and again,” says Henry M. Nahmad, EnviroStar’s chairman and CEO. “We welcome Scott Martin and his distinguished team of employees to the EVI Family and we look forward to working with them and our valued suppliers in the pursuit of growth in the years ahead.”

The transaction is expected to close upon the satisfaction of closing conditions. EVI expects the addition of Scott Equipment to be accretive to its fiscal year ended June 30, 2019.

Xeros Cleaning Technologies changes name to Hydrofinity

SHEFFIELD, U.K. — Xeros®Cleaning Technologies, the developer of water-saving commercial laundry solutions for hotels and commercial laundries, changed its name to Hydrofinity™, effective July 10, the company reports.

Hydrofinity expects the name change to be implemented in all the countries where it is active by August 2018 and is previewed its new brand identity at the Hotel Show Africa in Johannesburg South Africa, June 24-26.

Hydrofinity uses sustainable cleaning and fabric care technologies provided by Xeros Technology Group. Compared to traditional machines, the company says the near-waterless wash process replaces up to 85% of water with XOrbs™. These spheres employ a gentle, yet effective, mechanical wash action on linens, ensuring powerful stain removal results for a visibly superior clean.

15 TRSA

Alexandria, Va. Info: 703-519-0026

23 Association for Linen Management

XOrbs can even wash in ambient temperature water, eliminating the need to heat water, creating additional energy savings and keeping linens looking newer for longer, according to Hydrofinity. XOrbs last for up to a thousand washes before needing to be replaced, and are collected by the company to be recycled. ALN August 5-9 TRSA 54th Annual Executive Management Institute (EMI) Hyattsville, Md. Info: 703-519-0026

Webinar: Smooth Moves: The Fundamentals of Ironing Richmond, Ky. Info: 859-624-0177

September

5 TRSA

Webinar: Risk Assessment Process for Commercial Laundries Alexandria, Va. Info: 703-519-0026

25-26 TRSA

Production Summit & Plant Tours Philadelphia, Pa. Info: 703-519-0026

26-27 Wisconsin Association of Textile Services

Fall Conference, Golf Outing and Annual Auction Delavan, Wis. Info: 608-743-9696

Jim Gross