American Laundry News - April 2019

Late News

Department of Labor releases overtime update proposal for comment

WASHINGTON, D.C. — The U.S. Department of Labor has announced a Notice of Proposed Rulemaking (NPRM) that would make more than a million more American workers eligible for overtime.

Under currently enforced law, employees with a salary below $455 per week ($23,660 annually) must be paid overtime if they work more than 40 hours per week. Workers making at least this salary level may be eligible for overtime based on their job duties. This salary level was set in 2004.

The new proposal would update the salary threshold using current wage data, projected to Jan. 1, 2020. The result would boost the standard salary level from $455 to $679 per week (equivalent to $35,308 per year).

Interested members of the public can submit comments about the proposed rule electronically at www.regulations.gov, in the rulemaking docket RIN 1235-AA20. Changes would not take effect until a final rule is published. ALN

CLEAN SHOW TRAVEL GUIDE:

Let the good times roll!

What to do while visiting New Orleans

NEW ORLEANS — The Clean Show— officially the World Educational Congress for Laundering and Dry Cleaning—returns to the Crescent City this summer for the sixth time in the show’s 42-year history.

As this issue went to press, more than 400 companies from the laundry and drycleaning industry were registered to exhibit their products and services June 20-23 at the Ernest N. Morial Convention Center.

While there’ll be plenty to keep attendees busy on and around the show floor, the Big Easy offers a world of culture where convention visitors can laissez les bons temps rouler—let the good times roll.

With thanks to NewOrleans.com, the official website for the city’s tourism industry, and Clean Show manager Riddle & Associates, we share just a bit about what

Cut usage, lower costs, keep the quality

tion.

American Laundry News spoke with three laundry industry managers to get their stories on how they cut usage and costs.

BETTER PRICES, TRACKING USAGE, BETTER EFFICIENCY

BY MATT POE, EDITOR

CHICAGO — Commercial laundry operations are always looking for ways to control costs while maintaining the quality of the goods processed.

While labor is usually the largest cost center in a laundry plant, energy and utility usage can add up as well.

Laundry operations today continually look for ways to cut energy/utility usage in the plant (and in the delivery fleet) while maintaining excellent service and results.

Not only does cutting usage and increasing efficiency lower costs, it also lowers the environmental impact of a laundry opera-

Meeraj Mehta, manager of engineering for Prudential Overall Supply in Irvine, Calif., says his company’s energy/utility usage was anywhere from 30 to 50% higher five to 10 years ago compared to current, especially since oil and gas prices were high at that time.

With lower prices and energy-saving measures, he estimates Prudential’s current energy/utility usage is approximately 2-5% of revenue.

Securing a better price was one key to cutting costs.

“Fixed price electrical and natu-

ral gas contracts with our energy supplier,” says Mehta.

In the plant, one way Prudential boosted efficiency was with tracking.

“We use energy tracking meters and software to measure most of our energy cost,” he says. “If you can track and measure it, you can find ways to control and reduce it.”

A practical way the company has achieved better efficiency in the plant is by the use of variable frequency drives (VFDs) on big electri-

Panel of Experts

Right Equipment, Chemistry Mix

OddFellows Home provides good care and services for senior residents, including laundry.

Maintenance Mayhem

Implementing a total productive maintenance (TPM) system for availability, efficiency.

The Newspaper of Record for Laundry & Linen Management

Laundry operators share how they increase efficiency, cut energy/utility usage, save money

In this issue, the experts talk about the challenges of inventorying and securing textiles.

Bourbon Street is where all of New Orleans goes to have fun. (Photo courtesy New Orleans Convention and Visitors Bureau/ Zack Smith)

TRSA hosts inaugural Hospitality Conference

Nearly 150 attend two-day event in Orlando

ORLANDO — TRSA, the association for linen, uniform and facility services, hosted its inaugural Hospitality Conference on Feb. 20-21 at Walt Disney World’s Coronado Springs Resort here.

The two-day conference was attended by nearly 150 industry executives and featured education, networking events and plant tours specifically tailored to hospitality operators and suppliers serving this growing market, reports TRSA.

CONFERENCE HIGHLIGHTS

The first day of the conference kicked off with a keynote speech by Anthony Melchiorri, the creator and host of The Travel Channel shows Hotel Impossible, Hotel Impossible: Five Star Secrets and Hotel Impossible: Showdown

During his presentation, titled “How to Build Your Personal Brand,” Melchiorri shared insights on customer service from his experience running hotels and how he was able to translate his hotel experience into becoming a television personality, TRSA says.

Following Melchiorri’s highenergy speech, the conference agenda transitioned to several industry panels. Topics included:

• Hospitality Market Research

• Making the Case for Outsourcing Laundry Services and Closing In-House or On-Premise Laundries (OPLs)

• Contracting with Group Purchasing Organizations (GPOs)

• Customer Perspectives:

Benefits and Challenges of In-House (OPL) and Outsourcing

• Understanding Hospitality Textiles

• CEO Panel: Hospitality Market Trends

The second day included tours of the Walt Disney World Textile Services Fourth Laundry Operation (FLO) plant, as well as the nearby Hotelier Linen Services facility, shares TRSA.

The equipment at the FLO plant was supplied by JENSEN, with chemistry from Ecolab. The Hotelier Linen Services plant featured a range of Kannegiessser ETECH equipment, with chemistry from Norchem Corp.

CEO/EXECUTIVE ROUNDTABLE

The day before the Hospitality Conference, TRSA hosted a Hospitality CEO/Executive Roundtable.

Attended by nearly 30 linen, uniform and facility services operators, the roundtable provided a forum for these highranking officials to discuss the latest trends affecting the hospitality industry, TRSA reports.

President and CEO Joseph Ricci facilitated the discussion, which centered on optimism about growth the in business, coupled with the opportunity for commercial laundries to do even more.

Specifically, on the question of hotel laundry outsourcing, several meeting participants agreed that while outsourcing is growing, there’s still roughly 75% of the market for textiles that are processed in house by hotels. This is the opposite of Europe where outsourcing is much more common.

“In the U.S., maybe 75% of

the linen is in-sourced,” says one roundtable participant. “There’s a big market out there. Seventyfive percent of the volume is still being done by hotels. As an industry, that’s our biggest competitor, not each other. That’s a lot of opportunity there.”

While U.S. operators have made headway with large hotels processing customer-owned goods (COG), TRSA says there’s less success with smaller hotels that gloss over the higher labor, utility and machinery costs associated with running on-premises laundries (OPLs).

“These no-ironer small hotels (laundries), they’re never going to close,” another attendee says.

“They’re so low cost. They’re making up a room, they’re throwing a load in, they’re making up another room.”

Other concerns centered on

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

Tony Jackson • Janice Larson Tom Marks

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

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POSTMASTER, Send changes of address and form 3579 to American Laundry News Subscription Dept., 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Volume 45, number 4. Editorial, executive and advertising offices are at 650 West Lake Street, Suite 320, 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, 2019. 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

keynote Anthony Melchiorri, creator of the Hotel Impossible series of shows for The Travel Channel, speaks at TRSA’s inaugural Hospitality Conference in Lake Buena Vista, Fla. (Photos: American Trade Magazines)

Greg Eubanks (seated), Standard Textile, and Chris Kane, PureStar Group, talk hospitality market research.

Milnor has a better solution through dilution.

When Milnor introduced PulseFlow® technology, CBW® washing was thrust into the future. The idea of balancing time, temperature, mechanical action and chemistry was missing one critical piece of the pie – DILUTION through the efficient use of water.

PulseFlow combines the innovative RecircONE® fast wet down and chemical immersion in the first module with standing bath washing in every spacious process module. Thorough and efficient dilution occurs by way of intermittent high velocity counterflow rinsing and traditional True Top Transfer.

The result is hygienically clean linen using less water (as low as 0.3 gallons per pound/2.5 liters per kilogram) and less energy as proven time and again by hundreds of PulseFlow tunnels in a variety of laundry applications worldwide.

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

www.milnor.com

Taste of New Orleans

A re you getting excited for Clean ’19 in New Orleans? I am.

I’m looking forward to seeing everybody in the Big Easy, talking about the industry, learning more and more in order to be able to provide you in-depth information. But we can talk more about that stuff in the next issue.

In this edition of American Laundry News, it’s all about travel and entertainment and eats in New Orleans.

You probably saw the lead article about heading to New Orleans. That piece explores getting around the city, the flavors, the fun, and more. On page 11, you’ll find recommendations from locals to experience the Big Easy like they do.

I started this letter by saying I’m excited to head to New Orleans. The real reason? I can finally get

The Editor’s Desk MATT POE

some excellent gumbo. I’ve been to New Orleans just once in my life, about 10 years ago. I was there following a marching band performing in the Sugar Bowl halftime show for another publication. Just about the only free time I had was during meal times.

That first meal, I ordered gumbo. Oh, my. Every meal I could after that, I ordered gumbo.

You can imagine my disappointment trying to find good gumbo when I got back home to Michigan after that trip.

So, if you see me in New Orleans, I’ll probably have a bowl of gumbo in front of me.

I’m also looking forward to experiencing a bit more of what the Big Easy has to offer in terms of entertainment. Like I mentioned, most of my time that first (and only) trip was spent with the band.

However, most of my time in New Orleans in June will be industry-related, just like the rest of this issue.

It’s all well and good to have some fun, but everybody has to keep it clean. ALN

Construction begins on new hospitality laundry for Westgate Resorts

ARCO/Murray breaks ground on 35,000-square-foot facility in Orlando

ORLANDO — ARCO/Murray reports it recently broke ground on a 35,000-square-foot hospitality laundry build-out for Westgate Resorts in Orlando.

Construction began in late December and will finish in April, according to the company. The new facility will replace two older on-premises laundries and provide improved productivity and additional capacity for future growth for Westgate Resorts.

ARCO/Murray says Westgate Resorts’ new laundry will include a central dock area, a new mechanical room, upgraded main utilities, and a combination of new equipment provided by Steiner Atlantic Corp. and used equipment relocated from the existing laundry facilities.

ARCO/Murray says it is providing a design/build solution, including architectural and engineering design, permitting, building modifications, process mechanical and electrical installation, and final utility connections for the initial phase of the project.

Westgate Resorts will provide the main utility upgrades.

The company adds that Nick Behm is serving as project manager, and Glenn Broome is the project superintendent.

ARCO/Murray is a single-source national design and construction firm that specializes in commercial construction and real estate needs for Fortune 500 companies and individual businesses.

The company focuses on understanding the client’s business in order to meet their construction needs. ARCO/Murray assists clients from concept to completion through the design-build process.

The Clean Show, a worthwhile investment

The Clean Show started in 1975. I first attended the Clean Show in 1977 and only missed a couple of shows during my 44-year working career.

I have been asked over the years why I say, “The Clean Show is an essential event for all those involved in the laundry industry.” People have tried to point out that even with the speed of technology, two years is too short a time to develop meaningful improvements in equipment. I would counter and say that I have never failed to come away from a Clean Show experience without at least one idea that could result in a major improvement to my operation.

The educational programs put on by the sponsoring associations provide a fertile ground for self-reflection and improvement. The discussions held during the day and late into the evening provide valuable opportunities for joint problem-solving activities. The wealth of industry knowledge that can be found at the Clean Show is unbeatable.

I have often advocated spending whatever time it takes to carefully cover the entire Clean Show and particularly all the small booths. Over the years some of my best finds have been found in this area.

I stumbled upon a concrete floor resurfacing system at one of the last Clean Shows in Chicago that helped solve a significant problem for my laundry in Milwaukee. I stumbled upon the Laundry Loops company a number of years back and was able to use their product in a number of ways in my laundry in Roanoke, Va.

I spent time at the SonicAire booth during my last Clean Show and became convinced it could greatly decrease my lint problem. After installation, I am glad to say the product works as advertised.

I also spent time at two booths that had automatic bagging machines. Being at a healthcare laundry at the time, my challenge was to find a way to use this technology in my laundry. After working with our customers, the company now bags wash cloths, bar towels, cleaning cloths, yellow microfiber towels, green microfiber towels, blue microfiber towels and two sizes of flat microfiber mops.

While both companies’ machines were impressive, we eventually chose the one we felt fit our operation the best.

I have always spent time at all the textile vendor booths and must admit that my knowledge of emerging trends and available products helped me steer my healthcare organization into longer lasting, more energy-efficient textile products.

Some products that I could see no practical application for when I was first introduced to them are now staples in my operation. The challenge, as always, is to keep an open mind and look for ways to adapt new products to your operation.

ALN

Westgate Resorts provides an extensive variety of exclusive amenities as well as spacious and luxurious accommodations ranging from wellappointed studio suites to expansive two-, threeand four-bedroom villas that sleep as many as 16 guests.

After the Clean Show in Atlanta, I began the process of looking at a new productivity management system. The system we had was out of date and needed to be replaced. We purchased the system in 2003 and had operated it continuously until 2016. In computer technology, 13 years is a very long time.

Unfortunately, my retirement date arrived before the company was able to purchase and install a new system. I did leave them with my strong recommendation, but the final decision was made by the new director.

My point is that you can always come away with at least one product and several ideas to improve your laundry operation. Your job as a manager is to stay abreast of all the current developments in the laundry industry. Knowing what is new and looking for ways as to how they might apply in your operation is a key to continually improving your operation.

Another valuable benefit of attending the Clean Show is the personal contacts you make. Take the time to meet as many fellow managers and laundry professionals as possible. Add them to your smartphones and discuss each other’s operations.

There are no unique problems in the laundry industry. Any problem you might be having has already been experienced by someone else. The more people you can reach out to and ask for

From

COLUMNIST AT LARGE Eric L. Frederick, RLLD

NOLA

and blues clubs for a drink, eat at one of its famous restaurants, and mingle with a crowd of partygoers. In contrast, Royal Street—just a block away—is where you will find New Orleans’ sophisticated antique shops.

tours, plantation tours, swamp tours, culinary tours, garden tours, cocktail tours, night tours, and, yes, even haunted tours.

And while sightseeing, be sure to consider taking in these top area attractions:

GETTING TO NEW ORLEANS, GETTING AROUND

There are plenty of flights into New Orleans, with 13 airlines operating out of Louis Armstrong New Orleans International Airport. A new $1 billion, 35-gate terminal complex is expected to open there in May.

Airport Shuttle Inc. is the official ground transportation for the airport, with service to and from New Orleans’ hotels and other designated locations. Fare is $24 per person one way, and a discounted $44 per person round trip is now available.

Ride-sharing services Uber and Lyft can pick up passengers at a designated spot on the bottom level of the airport parking garage, across the street from baggage claim. Trips to and from the airport with start and end locations in Orleans Parish are a minimum of $33.

There are more than 1,200 taxis available on New Orleans’ streets and at major hotels. Taxi rates are $3.50 plus $0.30 per one-eighth mile thereafter; there is an added $1 charge per passenger after the first passenger. A fixed rate of $36 (one to two people) is charged from the airport to most areas of New Orleans. For parties of more than two, the fare is $15 per person.

The city’s Regional Transit Authority offers bus transportation, streetcars, and more. Standard one-way fares are $1.25. Thirty-three bus and streetcar lines are running daily, and bus service allows transportation throughout the city’s major corridor.

During the Clean Show, complimentary shuttle bus service to and from the Morial Convention Center is provided at the event’s headquarter hotels. All other Clean 2019 hotels (except those within walking distance of the Convention Center) are within two blocks of a shuttle pickup point. Shuttle bus service is only for participants staying at one of the official hotels. Attendees with special needs staying at an official hotel not directly picked up by shuttle service can call the shuttle company for assistance.

IN THE NEIGHBORHOOD

The world-famous French Quarter is New Orleans’ bestknown neighborhood, but there are plenty of other areas worthy of exploration if your schedule permits.

The French Quarter—There are so many ways to see this historic area, including mule-drawn carriage and guided or self-guided tours. Bourbon Street is where all New Orleans goes to have fun. Closed to vehicles at night to accommodate non-stop partying, you can stop in at the many jazz

On the east side of the Quarter is the French Market and openair Flea Market. Shoppers can browse and bargain for a mindboggling array of goods, native and imported, for as long as endurance and wallet will allow. Vendors are happy to tell stories about their wares, be they native ’gator heads, African artifacts, or bounteous collections of T-shirts and Mardi Gras souvenirs.

In the heart of the French Quarter is renowned Jackson Square, an eclectic enclave of artists and musicians, horse-drawn carriages, and visitors from around the world. Visitors gather at the fences around St. Louis Cathedral, said to be the oldest active cathedral in the U.S., and the statue of Andrew Jackson that gives the square its name. Nearby is historic Jax Brewery, now home to a multitude of shops and restaurants.

Uptown and The Garden District—From the Jazz Market to the Audubon Zoo, Uptown’s world is a New Orleans one where limestone mansions mix with modest homes on Mardi Gras parade routes. The fashion’s forward on Magazine Street but restaurants like Commander’s (locals drop the “Palace”) still celebrate classic Louisiana.

Warehouse/Arts District

This area embodies New Orleans now, a community celebrating and reimagining its culture. Residential lofts, museums, restaurants and art galleries find a perch in a neighborhood more brick than wood, more open than shut.

The Marigny and Bywater—A vibrant art scene, with local artisans’ galleries, funky live music venues, and art markets, embodies the essence of these adjacent neighborhoods. The food scene here is mixed with trendy spots and locally founded, casual digs. You can explore the St. Claude Art District, Crescent Park on the riverfront and more.

Central Business District/ Downtown—Downtown New Orleans and its Central Business District (CBD) has been reborn. Nightly now, the Mercedes Benz SuperDome dazzles in everchanging hues while a construction surge confuses old-timers accustomed to parking lots where bistros and apartments now rise. Harrah’s Casino anchors the area.

To learn more, visit www. neworleans.com/plan/neighborhoods/

SEE THE SIGHTS

With your time in New Orleans limited, embarking on some sort of tour might be the most efficient way to take in the sights. And, boy, does this city have plenty of options for you. There are French Quarter tours, history/heritage

National WWII Museum—A must-see for history lovers and all patriots, powerful images and extraordinary artifacts bring to life the American Spirit, the courage, teamwork and sacrifice of the young men and women who won the war and changed the world. From the 1930s prelude to war, to the Normandy Invasion and the battles of the Pacific Islands, visitors trace America’s role in the war and on the Home Front.

Steamboat Natchez—Harbor jazz brunch and dinner jazz cruises are available on the last authentic steamboat on the Mississippi River. Enjoy a unique visit to the engine room to see the workings of 100-year-old steam engines.

The Birthplace of Jazz has to offer.

There are many ways to get around New Orleans, including by streetcar. (Photo courtesy New Orleans Convention and Visitors Bureau/Chris Granger)

Jackson Square is in the heart of the French Quarter. (Photo courtesy New Orleans Convention and Visitors Bureau/Jeff Anding)

Steamboat Natchez is the last authentic steamboat on the Mississippi River. (Photo courtesy New Orleans Convention and Visitors Bureau/Paul Broussard)

See NOLA on Page 10

Cultivate your existing ironer’s production and quality by adding a Girbau Industrial spreader/feeder to your current ironing system. Our series of feeders improve product quality, enhance labor efficiencies and increase production in laundries. Keep pace and grow your laundry with Girbau Industrial. Nurture your growth – one piece at a time – with an investment sure to reap healthy dividends.

Discover how Girbau Industrial works seamlessly with your existing equipment. Call 800-256-1073. We have equipment in inventory and ready for installation.

Tools f the Trade

Continental Girbau Inc. reports it has added the new 70-pound capacity E-Series® WasherExtractor (EH070) to its lineup of soft-mount washers.

Engineered to catapult laundry productivity and simultaneously lower dry time, labor hours and utility consumption, the company says it delivers highly programmable controls, unrivaled efficiency and up to 405 G-force extract speeds for more production per linear foot.

With its newest addition, the E-Series Washer line features 20-, 30-, 40-, 60-, 70-, 80-, 90-, 130190- and 255-pound capacity models, all of which Continental says provide superior efficiency, production throughput and programmability.

Like all E-Series Washers, the new EH070 model slides easily into place without need for reinforced concrete foundations, grout and bolt down, allowing for future relocation and lower installation costs. Additionally, its soft-mount design allows it to produce higher extract speeds when compared to typical hard-mount washers.

For example, the new EH070 generates up to 405 G-force extract speeds, about double that of most hard-mount washers, according to the company. Thus, when compared to typical hard-mount washers, Continental’s soft-mount E-Series Washer lineup removes more moisture during extract, subsequently cutting dry time by up to 50%.

In doing so, E-Series Washers, and the new EH070, drastically reduce natural gas usage and up laundry production.

E-Series Washers also maximize production per linear foot. Continental says that unlike high-speed

Milliken, a provider of performance and protective textiles, has debuted a new website unifying the manufacturer’s textiles portfolio built on 154 years of industry experience and awardwinning research and development.

Under the overarching performance and protective textiles division, Milliken serves a range of industries, including apparel, automotive and transportation, building and infrastructure, hospitality, industrial, military, interiors, and protective markets.

Showcasing a breadth of capabilities, Milliken says the website refines the division’s marketplace presence and highlights the extensive and successful history of its textiles. One of the largest Americanbased textile manufacturers still in existence with 26 facilities across the world, Milliken combines a legacy of quality and expertise with cutting-edge technology for the global textile market.

In addition to the breadth of textile products, Milliken says it also applies its award-winning research and design capabilities to collaborate with customers to solve their unique complex problems.

The website (textiles.milliken.com) presents the Milliken textiles portfolio in a customer-centric manner for enhanced understanding. Customers

hard-mount washers, which require 18-24 inches of separation between machines for bolt-down, maintenance and foundation stress requirements, E-Series soft-mount washers can be installed closely together with just ½-inch clearances.

Offering 20 preprogrammed cycles and up to 79 individually modifiable cycles, the new EH070 is also highly programmable to properly clean virtually any load type. The Inteli Control offers programmable water temperature by degree, wash rotation speed and duration, water levels, bath cool-down by degree, and up to six extract speeds.

Like all E-Series Washers, the EH070 features a sump-less design to save up to 3 gallons of water per fill. Meanwhile, AquaFall and AquaMixer systems reduce water usage further.

AquaFall releases water into the load via holes in the drum lifters. As the drum turns, lifters release water from above to better penetrate fabric. With E-Series, laundry is saturated from above and below. This cuts water usage and rinse cycle times while improving wash quality.

Simultaneously, AquaMixer improves efficiency by mixing hot and cold water before entering the drum. This achieves very precise water temperatures, offering greater control over hot water consumption and costs.

www.cgilaundry.com 800-256-1073

Gurtler Industries Inc., a provider in the healthcare laundry specialty chemical market, has introduced Power Stat Plus, a new laundry sanitizer designed specifically for the fastaction of today’s modern tunnel operations.

This EPA-registered sanitizer can also be used as a residual bacteriostat or self-sanitizer, depending on the degree of fabric protection the user requires, the company says.

Based on new, exclusive technology, this is the latest development for the protection of healthcare textiles. Utilizing new, stringent EPA testing requirements, Power Stat Plus is registered to perform with only three minutes of contact time, the fastest performance in the market, according to Gurtler.

The company says its exclusive chemistry rapidly exhausts onto fabric, faster than any other competing technology, to assure that a customer’s healthcare textiles are properly treated with long-lasting,

continuous protection against microbial contamination in the washer, in storage, and in a patient setting.

Power Stat Plus is a key part of the Gurtler Rx Program, the company says, which is designed to assure that healthcare textiles are hygienically clean and meet the latest microbiological quality standards.

When used with the Gurtler Synergy Technology bleaching programs, the company says Power Stat Plus will assure that healthcare textiles will meet or exceed the quality standards of TRSA, HLAC, NSF and other governing bodies. Power Stat Plus is costeffective and specially formulated to meet the financial demands of the healthcare market.

www.gurtler.com 800-638-7300

can navigate by market or search key performance characteristics to find solutions that best fit their needs. Users can also learn more about the innovations and technologies that drive Milliken’s suite of textiles solutions and power its research and development capabilities.

Milliken says its textiles are not only designed to perform, but they also are designed to contribute responsibly to the environment. From concept to production, sustainable measures are intentionally incorporated throughout the process. In fact, many of the division’s manufacturing facilities carry ISO 14001 certification—the highest global standard for environmental responsibility.

www.milliken.com 864-503-2020

Cintas Corp., a uniform supplier in North America, has launched the 2019 Design Collective™ by Cintas catalog. The new on-trend catalog features hundreds of new garments, many designed by the Design Collective’s award-winning fashion designers and others from their trusted retail apparel brand partners.

Featured throughout the catalog are apparel collections from trusted retail brand partners such as Under Armour®, Levis®, Carhartt®, Cherokee® and Chef Works®. Combined with the Design Collective’s ready-to-wear line and unique custom garments, Cintas says the result is an on-trend offering worthy of the hard-working employees who wear it.

New products and innovation spanning every category within the catalog include suiting col-

lections, blouses, sweaters and more. The catalog also highlights the 10 winners of the Everyday Impact™ Hero Program throughout the catalog wearing Cintas designs and products.

www.cintas.com 800-864-3676

Manufacturers: Have you introduced a new product? Revamped your system? Released a new catalog?

E-mail your product news, along with a high-resolution image, to mpoe@atmags.com and we’ll consider publishing your news free in Tools of the Trade.

EPA-registered laundry sanitizer introduced to healthcare market

Website highlights textiles portfolio across many industries

New 70-pound E-Series soft-mount washer unveiled

Catalog launched to showcase new garments, innovations, selections from retail brands, fashion designers

Results on whites are excellent. On colors, you have nothing more to lose and everything to gain by trying YellowGo. YellowGo may take out color you want to keep. But if it removes the unwanted dye without damaging the underlying color, you win! You won’t have to pay for the dye-stained garments and you won’t disappoint your customers.

So use YellowGo to keep your customers happy and keep them coming back.

NOLA

New Orleans Museum of Art—The museum hosts a permanent collection of almost 40,000 objects, noted for strengths in French and American art, photography, glass, and African and Japanese works.

Audubon Aquarium of the Americas Become immersed in an underwater world. The colors of the Great Maya Reef come alive in the walk-through tunnel, while penguins and Southern Sea otters will delight. Touch a sting ray, feed a parakeet, and marvel at gigantic sharks and rays in the 400,000-gallon Gulf of Mexico Exhibit.

Audubon Zoo—The zoo offers an exotic mix of animals from around the globe, engaging educational programs, hands-on animal encounters and lush gardens. Unique natural habitat exhibits such as the awardwinning Louisiana Swamp and Jaguar Jungle showcase the relationship between people and nature.

GRAB A BITE

From sophisticated Creole to stick-toyour-ribs Cajun, the New Orleans cuisine is unrivaled and takes advantage of the plentiful seafood of the region: shrimp, redfish, crawfish, catfish and oysters. No visit is complete without a sampling of such local staples as red beans and rice, the various gumbos and etouffees, jambalaya, sausages,

shrimp remoulade, and, of course, sugarysweet pralines.

Dinner at Antoine’s, established in 1840, is a tradition. Equally famous are Arnaud’s, Court of Two Sisters, Galatoire’s, K-Paul’s Louisiana Kitchen, and Mr. B’s Bistro, to name just a few.

Breakfast at Brennan’s, where Bananas Foster was made famous, is another tradition, but be ready to savor it over two hours or more. For lighter morning fare, a “must” is café au lait (Cajun coffee with milk) and beignets (square sugary doughnuts) at the original Cafe du Monde in the French Market. Mother’s is the place to find locals having their power breakfast.

For a quick and hearty meal, try an original muffuletta sandwich where it was invented, at the Central Grocery on Decatur Street. Mulate’s, across the street from the Convention Center, offers fine Cajun food, music and dancing. And be sure to stand at the raw bar at Felix’s or Acme Oyster House to sample plump and delicious oysters.

THE WEATHER OUTSIDE

The warm welcome extended by New Orleans likely will be matched by the weather. It will be balmy during the Clean Show (daytime highs in mid- to late June average 89 F), though evening breezes may moderate temperatures somewhat. Dress comfortably in light clothing and avoid overexertion. Air-conditioned havens, in the form of cafés, bars and coffee shops, will offer respite. And by all means, wear comfortable shoes—both for sightseeing and for the exhibit floor. ALN

The National WWII Museum is a must-see for history lovers and patriots. (Photo courtesy New Orleans Convention and Visitors Bureau/Paul Broussard)

A “must” is café au lait and beignets at the original Cafe du Monde in the French Market. (Photo courtesy New Orleans Convention and Visitors Bureau)

NEW ORLEANS — When laundry and linen service industry professionals head to New Orleans in June for Clean ’19, the primary focus will be on business.

But, let’s be honest, it’s New Orleans. A little food and fun has to be part of the Clean Show itinerary.

Visitor’s guides provide plenty of options when it comes to dining and entertainment in the Big Easy, but what about if you want a uniquely local experience?

“That’s a tough one,” says Len Bazile, Jr., founder of Dirty Laundry Linen Service in the New Orleans area, “because I believe the tour books are going to send you to historical places, a street car ride down St Charles Ave. is always great to see the Grand Oak Trees and Great Mansions of New Orleans.”

Bazile and Alyssa Kelly, advertising coordinator for area laundry equipment manufacturer Pellerin Milnor Corp., shared their local perspective on experiencing New Orleans in June.

“Of course, no list could include the entirety of our favorites about New Orleans,” Kelly points out, “but I hope this will be a good start.”

FOOD

New Orleans brings many thoughts to mind, and the food and flavors of the area are near the top of the list.

While there are plenty of places to eat, and plenty of “normal” tourist destinations, to eat like a local, visitors have to eat where the locals eat.

Here’s a list of local eateries Bazile recommends:

• Pascale’s Manale—Renowned for its raw oyster bar, its famous BBQ Shrimp and traditional Italian cuisine.

• Mosca’s Restaurant—It’s off the beaten path, but it’s authentic NOLA with specialty Italian cuisine served on family-style platters.

• Cafe Degas—French bistro with a New Orleans touch in the Mid City neighborhood.

• Gabrielle Restaurant—Re-opened its doors on Orleans Avenue in September 2017 after a 12-year Hurricane Katrina hiatus. Cajun food with New Orleans flair.

• Peche Seafood Grill—Serves simply prepared contemporary dishes, rustic creations cooked on an open hearth, as well as fresh oysters and Gulf fish.

• Captain Sid’s Seafood—Market offering fresh fish and prepared eats such as boiled crawfish and crab. Take-out only.

• Central City BBQ—Home to the best barbecue in the Big Easy and one of the newest, most unique venues. Features reclaimed wood walls and custom-built farmhouse tables.

• Atchafalaya—Known as an establishment that embraces New Orleans’ culinary traditions while pushing boundaries.

• Cochon Cajun & Southern Cooking—Serving traditional Cajun Southern dishes.

Kelly shares these local flavors:

• GW Fins—Lobster dumplings, wood grilled sea scallops with a wild mushroom risotto, cashew peppercorn swordfish, individual prepared apple pie with cheddar cheese straw crust and fresh vanilla bean ice cream.

• Tableau—French Creole dishes

with a unique twist. Guests enjoy a front row seat to the culinary action beside the open kitchen in the restaurant’s main dining room.

• Commander’s Palace—Traditional Creole dishes along with other influences.

• Jacques Imo’s—Embraces and interprets the New Orleans funky psyche in a way appeals to tourists and locals alike. Eclectic mix of Creole and Cajun specialties at reasonable prices

• Ralph’s on the Park—Influenced by eccentricity, diversity and traditions for which New Orleans is known.

• Paladar 511—Recently named one of 2019’s Top 10 New Orleans Restaurants by Times-Picyaune. Hand-made non-traditional pizzas, pasta and Gulf seafood dishes.

• Bacchanal—Guests purchase wine at their store then sit in the shade and sip while listening to a band in the backyard. Also have snacks and dinner—you can even make your own cheese plate.

• Urban South Brewery—Laid-back brewery featuring modern Southern beer.

“As far as weather in June, it will be hot and humid without a doubt,” Kelly shares. “But June is also snowball season, and there’s no better way to combat the heat than with a snowball from Hansen’s Sno Bliz. Hansen’s has been a New Orleans staple since 1939 and still uses their original ice shaver.”

FUN

While the weather in New Orleans will be shifting from spring to summer, mild to hot, it should be a good time to explore the Big Easy.

“Tourists crowds have been pretty steady over the last few years, so I think it will be lively but not over crowded like let’s say Madri Gras, Jazz Fest etc.,” shares Bazile.

Some local activities he recommends include Blue Bikes, Fulton Alley Bowling, the New Orleans Museum of Art Sculpture Garden, Cajun Encounters Swamp Tour, the New Orleans Historic Voodoo Museum, and Frenchman Street for live music.

“When in doubt, take a streetcar down Canal or St. Charles,” adds Bazille.

EXPECT THE UNEXPECTED

So, what can Clean attendees expect in New Orleans in June?

“Being that it is June, I would say mild to hot, that is a transition month, from spring/summer to hot summer temps,” says Bazile.

Beyond being prepared for a productive trade show, some warm weather and great food and fun, both Bazile and Kelly agree that attendees should be ready for a good time.

“Expect the unexpected,” Bazile shares. “It is always a party, and you never know who you will bump into, from musicians, movie stars etc. The French Quarter is filled with surprises.”

“My favorite thing about New Orleans is that there’s always something to celebrate, whether it be one of our 130+ festivals on any given weekend, our sports teams (who dat!), Mardi Gras, a new restaurant opening, etc.,” adds Kelly. “And if we don’t have a specific reason per se, we’re just happy to celebrate life.” ALN

Energy

cal motors, such as washers, dryers, air compressors, remote terminal units (RTUs), etc., to better control motor speed and torque by varying motor input frequency and voltage, according to Mehta.

In addition to VFDs, he says that process water controls are used to balance the supply and demand of energy requirements during the day-to-day production.

Water and water-related heat usage is cut by using heat recovery and water reuse systems, he says, such as a wastewater heat recovery system, a boiler exhaust energy recovery system, a water reuse system, etc.

Other ways Prudential cut energy/utility usage and costs?

“Checking and fixing air leaks in the plants,” shares Mehta. “And ensuring all hot water and steam pipes and process tanks are properly insulated.”

Software also plays a key role in helping to regulate usage in the plant, he says. Prudential makes use of tools from its chemical supplier, Ecolab, as well as using energy and production monitoring software.

Also, the plant makes use of an evaporator cooling system instead of the standard AC system.

Not only has Prudential become more efficient and cut costs in the plant, it also has done so on the delivery side of the business.

“We have increased the overall miles per gallon of our fleet by replacing our older trucks with more fuel-efficient engines and transmissions,” Mehta says. “We’ve also increased the gross vehicle weight rating of our vehicles, allowing us to reduce the numbers of truck on the road. And we’ve converted the fleet to full synthetic oils.

“Finally, better preventive maintenance controls help to manage the fleet at 98% PM current.”

He adds that drivers have been trained to reduce idle times.

Mehta sees Prudential further cutting energy/utility usage and costs in several ways. In the plant, use of a solar and smart electrical energy storage system could control electrical peak demand charges and reduce overall energy usage, along with continuing to use high-efficiency washers and dryers, steam boilers, and air compressors.

“Increasing plant productivity by more automation ultimately reduces our energy

requirement,” he adds.

For the delivery fleet, Mehta sees better route optimization, along with applying a top speed limit via the electronic control unit (ECU) on both the company’s gas- and diesel-powered vehicles to reduce fuel cost, reduce tire wear, increase brake life and reduce accidents

HOLDING STEADY WITH REUSE, MONITORING, MAINTENANCE

About five to 10 years ago, Richard Engler, manager of textile processing at John Peter Smith Health Network (JPS), Fort Worth, Texas, says approximately 15% of the laundry’s budget was taken up by energy/utility costs. Today, he estimates that to be around 18%

While the energy/utility line item has risen, Engler credits JPS’s energy-savings efforts with keep the rise to a minimum.

“We are trying to keep them as flat as possible,” he says.

Engler says some of the laundry’s main energy-saving efforts include water recycling (for both the water and the energy used to heat the water), lower-temperature wash chemistry, energy-efficient lighting, and more careful temperature monitoring.

ties. That figure has remained level over the past few years, but he expects more savings and efficiency in the future.

“For various reasons, utility reductions being one of many, we decided to build a new consolidated laundry,” shares Fertig. “We currently have two laundries, only one with a tunnel system, to handle 10 hotels. There are multiple shifts, and we are consolidating into one building.”

He says that Rosen is adding an efficient boiler system in conjunction with a Kemco system. There will also be more thermal ironers and a high-powered press for each tunnel to maximize extraction, which in turn reduces dry times.

will automatically generate daily, weekly, monthly, etc., PMs to ensure that we are seeing and correcting air leaks, drain issues, bad seals, etc.,” he adds.

FUTURE EFFICIENCIES, SAVINGS

In the future, Engler sees linen construction helping to lower usage in processing. He also believes there will be continued efficiency improvements in equipment and processing techniques.

Along those same lines, Fertig sees more automation helping to cut usage and costs.

“Chicago already has an automatic washcloth folding machine out in the field,” he shares. “This is just the start of complete automation on the production floor.”

JPS also implemented smaller, yet effective, methods to cut energy/utility costs, such as more frequent cleaning of the dryer screens and ensuring dryers aren’t over drying.

Also, Engler says it’s important to be sure preventative maintenance is both on time and effective.

“One item we have used is to teach employees to ensure equipment not in use is not just stopped, but powered off,” he says. “It’s key to pay attention for energy savings.”

CONSOLIDATING FOR SAVINGS

Nick Fertig, director of central laundry at Rosen Hotels & Resorts in Orlando says that approximately 9.5 to 10% of total combined expenses are allocated to utili-

“We’re eliminating a conventional laundry and replacing numerous conventional washers with one tunnel washer,” Fertig adds. “We’re also utilizing highgrade chemicals from Ecolab, which require much lower activation temperatures in the wash cycle.”

In addition, he says the laundry will use E-Tech software to maximize production efficiency.

“As we ensure our operators are within the production standards, the equipment will run for lesser periods of time while producing the maximum amount of work,” he says. “We have tenured employees that love their jobs and perform them well. As we get new hires we rely heavily on our top performers to assist in the training process.”

Fertig says Rosen also purchased and went live with E-Maint, a computerized maintenance management system (CMMS) software program that will hold engineers accountable for the equipment side.

“This automated cloud-based software

He recommends, however, that laundry operators “do their homework” when it comes to new and improved technology and energy savings.

“For me, some of the more dramatic ‘claims’ of savings don’t add up, and often times you are sacrificing something to gain something else,” he says. “For example, you may save some money reusing water, but if your quality goes down the drain and you have a massive uptick in discard or rewash, you may find yourself spending more in the long run.”

As Engler says, in the end, to lower energy/utility costs, paying attention is key.

“Look for waste and track it back to the source,” he shares. “Correct the cause, don’t treat the symptoms.”

“Have a good, consistent system to accurately measure all the energy and utility costs,” Mehta adds. “If one can measure it, one can find a way to reduce it. New technologies (hardware, software and controls) are coming out every year.”

“... ENSURE EQUIPMENT NOT IN USE IS NOT JUST STOPPED, BUT POWERED OFF ... IT’S KEY TO PAY ATTENTION FOR ENERGY SAVINGS.”

—RICHARD ENGLER, JOHN PETER SMITH HEALTH NETWORK

(Image licensed by Ingram Publishing)

Leveraging data to improve operations

BY BILL BROOKS

RIPON, Wis. — We live in a data-driven society. Don’t believe me? How quickly does it take you to settle a movie trivia question bet?

The speed of answer is limited only by the speed with which you can type, “How many best actor awards has the Academy awarded Paul Newman?” in your smartphone. By the way, the answer is shockingly just one Oscar for The Color of Money in 1987.

Even when we aren’t looking for it, data is constantly being put at our fingertips. Something as simple as low tire pressure on our vehicle is not only flashed on your on-board diagnostics screen, but noted by an e-mail from OnStar. Even your maintenance tasks are kept top of mind with reminders and oil life percentage tracking.

With this amount of data at our fingertips in our personal lives, I’m continually surprised that more on-premises laundries aren’t leveraging data to improve operations and head off service issues by performing regular scheduled maintenance.

As I said, no longer is data something to go “looking for,” today’s technology puts it at your fingertips … literally ... on your smartphone.

WHY DATA?

For years, on-premises laundries were largely seen as cost

centers that didn’t have much room for management, meaning the sole measure of the operation’s effectiveness and efficiency consisted mainly of if the daily volumes were being processed.

Today, we know that’s far from the reality. Higher levels of efficiency are possible, costs are able to be better controlled, throughput volumes increased and quality made better and more consistent.

However, making these elements a reality is predicated on data collection. But that’s just part of the equation. I’ve met with a number of laundry managers who have the right idea by investing in technology to give them operations information, but then fall short in creating a standardized process for review. Others fall short in interpreting the data and using it to improve processes.

The bottom line is data clarifies. Data isn’t subjective. Data gives you a foundation to present to staff—a precipitating event to drive change and improvement.

WHAT DATA?

So, what data is meaningful to managers? We are all busy, so the easier the reporting function is to review, the more apt a manager is to act upon the information. Some systems enable them to enter their operation’s raw costs—labor, utilities, etc.—and thus the reports that are generated are true reflections of the overall costs.

Managers will want reports that track utility expenses, equipment utilization, productivity, and overall operational expenses, with the ability to toggle between different views, comparing daily (by hour), weekly, monthly numbers to spot any trends.

It’s also important to be able to monitor each individual machine. Again, this enables managers to pinpoint issues, not only in processes, but also any maintenance items before they become more serious service repairs.

EXAMPLES

A good starting point to review

would be to look at productivity numbers.

For instance, how long is the time in between cycles? If there is significant time between when a cycle is completed and the door opened, that’s impacting throughput and labor utilization.

Review what cycles are being used. Managers know the type of loads running through the operation, so if staff is selecting incorrect cycles, it’s definitely impacting quality.

The same holds true on the drying side. Managers who invested in moisture-sensing tumble dryers want to make sure the correct cycles are being used and loads are not being over dried. It’s another seemingly minor issue that has far-reaching impacts in linen quality and lifespan as well as labor usage.

Managers will also want to keep an eye on error code reports to ensure machines are being used properly.

For instance, if a washerextractor is seeing a high amount of out-of-balance errors being logged, it’s likely a clue that staff is consistently under loading the unit. This wastes chemicals and water every cycle.

In addition, loads are likely taking longer to dry, as the washerextractors didn’t hit the maximum G-force in the extract cycle. The result is wasted time, labor and utilities. These are just a few examples of how data can help solve prob-

lems and reduce costs.

FINAL THOUGHTS

Data is a powerful tool for change. It is a cornerstone for helping laundry managers monitor performance and quality. When you think of the size of investment made to equip a laundry with new, more efficient machines, it seems prudent to invest a little more in laundry management systems to ensure the operation gets every bit of that promised efficiency.

Such systems are valuable partners in quality. However, they also need to be positioned correctly with staff. If they are viewed as “big brother” watching when the manager isn’t there and trying to catch them doing something wrong, the system will not boost teamwork.

However, if it is used as a positive tool in fine-tuning processes and even a scoreboard to inspire greater sustained productivity (think a rewards system with a pizza lunch or a small token to celebrate wins), they can rally teams.

Bottom line is if you aren’t embracing data and process change, you should be. ALN

Bill Brooks is the national sales manager for UniMac, a provider of on-premises laundry equipment. He can be reached at bill.brooks@ alliancels.com or 920748-4437. Brooks

Expert says higher levels of efficiency, less service issues possible

(Image licensed by Ingram Publishing)

Years and still going strong

FAIRFIELD, Iowa — 2019 marks the 125th anniversary of equipment manufacturer Dexter Laundry. Established in the tiny town of Dexter, Iowa, in 1894, Dexter Laundry and its founding community both drew their name from the same unusual source: a championship race horse.

Known for his unparalleled performance and noble appearance, the equine Dexter was a national sensation, serving as the perfect symbol for American power and speed. Like the thoroughbred, Dexter washing machines were fast and efficient. Inventor W.H. George designed them that way. He wanted a washer that could be run hard and always stay a step ahead of the competition.

As his young company grew and more people began requesting Dexter washers in their homes, George realized that his original facilities couldn’t keep up with the demand. Dexter needed a new place where it could grow. So, George decided it was time to look for a new home. Because he was seeking a large manufacturing space for the growing business, the laundry inventor planned a nationwide search. However, his extensive travel itinerary proved unnecessary when he visited the nearby town of Fairfield, Iowa.

A budding rural community of nearly 5,000 people, Fairfield was located at the intersection of north/south and east/west railroads, an ideal spot for a company looking to ship and receive large quantities of materials. Though he didn’t know it at the time, the structure and facilities George built in Fairfield would become home to the Dexter legacy for more than a century to come.

Constructing its new home in a smaller community gave the young company several surprising advantages. Skilled employees living in Fairfield worked with the company for years and used their experience and expertise to build a better brand of washer. The new Dexter factory offered ideal working conditions, modern machinery and equipment. Within these carefully planned working conditions, the workmen thrived, producing a superior line of washers and standing behind them with a guarantee of fine workmanship.

Dexter didn’t outsource work either. Every step in the fabrication of Dexter washers, from the casting of the gray iron to the finished product itself, was done in the Fairfield facilities. This allowed for complete control of the quality and craftsmanship of every Dexter product—something the company still prides itself on today.

“Every product sold under the Dexter name is built by skilled craftsmen in our facility in Fairfield, Iowa, and every product built in Fairfield bears the Dexter name,” says Doug Kuehl, director of manufacturing and supply chain. “Controlling the pro-

duction process gives us the ability to build quality into every design. I’m proud that my efforts go to building great products for Dexter Laundry and only Dexter Laundry.”

This commitment to quality and innovation kept the company running strong, even in the toughest of times. The economic downturn of the Great Depression rocked the United States and the world throughout the 1930s, but Dexter fought back with custom payment plans and new lower-priced models. Dexter’s management knew that, more than ever, people needed performance that they could depend on.

A decade later, during World War II, Dexter’s performance was called on again to help American troops at home and overseas. The U.S. government used the facilities in Fairfield to produce important defense equipment and washers for soldiers in American camps.

“Dexter has always been built in the heart of America by proud men and women. As a veteran, I’m personally proud of the actions the company took during WWII,” says Dexter Laundry President Craig Kirchner. “Not only did we stop production of our core business, our community and employees rallied around the

troops to support the war effort.”

In the years after the war, Dexter doubled down on its emphasis on innovation, with the release of the 20-pound automatic washing machine. This innovative design led the industry and had customers across the commercial laundry market raving about its performance. In fact, the machine was so successful that Dexter permanently reoriented its focus to serve customers in commercial settings all over the world.

Since that first 20-pound machine, employees in Fairfield have dedicated themselves to building an ever-evolving collection of products to carry on the Dexter name. The washers that customers enjoy today are a direct result of that dedication. From the T-300 20-pound washer to the T-1450 Express, Dexter now produces a range of elite products for both vended and on-premises laundries. These products offer traditional Dexter craftsmanship paired with a new generation of technology and control.

That next generation is highlighted by DexterLive—the industry’s first cloud-based store management service. DexterLive enables owners to manage their business by tracking machine usage and revenue, setting promotions, program-

ming machines and running state-of-theart reports that enable owners to make smart business decisions. Plus, Dexter says it is committed to continuing to invest in DexterLive, meaning the system today will continue to get better and better.

“The founders of our company were committed to one thing—helping people process laundry faster and more efficiently by building the best-quality laundry equipment in the world,” Kirchner says.

“DexterLive is just another evolution of that commitment. With access to excellent information, easy programming and stateof-the art reporting, DexterLive can help owners build better businesses.”

Though technology has changed over the last century, Dexter’s commitment to quality and service remains the same. The company still builds a wide range of washers and dryers, and each machine is made with the customer in mind.

“Today, it isn’t just about a quality product, it’s also about quality service,” Kirchner says. “That’s why we continue to offer lifetime technical support and the industry’s best warranty, and we are doing this from the heart of America. I’m proud to say that after 125 years, Dexter Laundry is still going strong.”

W.H. George founded laundry equipment maker in 1894

Dexter has been employee-owned and American-made for 125 years. (Photos: Dexter Laundry)

A Dexter factory worker supporting the troops during World War II. Dexter factory workers building washers and dryers.

a clean sheet

laundry has evolved...

Named 2018 ISSA Innovation of the Year, EvoClean by Hydro Systems is the world‘s first venturi-based, water-powered laundry chemical dispenser. The system is available in 4, 6 and 8 product configurations with either a low or high flow rate. Its lightweight, compact design features an integrated flush manifold. Compatible with the Total Eclipse Controller, the system can accomodate up to 20 formulas and offers Auto Formula Select to simplify formula selection, as well as reporting capability on chemical usage, production, costs and alarms. There really is no comparison! With no chemical drop-off or deteriorating performance from worn squeeze tubes, EvoClean ensures consistent results and satisfied customers, wash after wash.

Outfitting smaller laundries

duction and revenue 30%,” says co-owner Steve Wheeler.

BY SETH WILLER

OSHKOSH, Wis. — Starting from scratch, Whistler Laundry Inc. in Whistler, British Columbia, stepped into laundry automation a little at a time.

The commercial laundry started with three washers and three dryers. It quickly added more washing and drying capacity, along with a heated-roll ironer and integrated folder. Production, quality and profits shot up.

“That first ironer improved pro-

By the end of year four, the laundry had invested in an all-inone feeder/ironer/folder/stacker/ accumulator, boosting production and quality another 30%.

“We’ve grown way quicker than we expected,” adds Wheeler. “We’re getting close to a production threshold again as we are very, very busy. The next logical step in automation might be a tunnel

washing system so we can serve even larger hotels.”

In this example, Whistler Laundry started small and stepped into automation when the time was right. I’ve seen this again and again throughout my career. So, yes, even smaller commercial and on-premises laundries can benefit by introducing automated machinery.

When it comes to taking the leap into automation, investing in

one piece of equipment can significantly impact quality, production and per-pound laundry processing costs. If you’re at a crossroads and considering automation, remember that you aren’t alone in determining whether it makes sense. Contact your equipment distributor to help you assess—in hard numbers—if and when the time is right.

In this column, I’ll provide some insight into how to get the most out of your laundry as you move into automation. The first step, however, is to ensure an efficient and productive wash/dry process.

WASHERS & DRYERS

A solid wash/dry process is key to lower processing costs. Critical to a laundry’s wash line are washers and dryers sized to meet your production goals. For optimum productivity and efficiency, choose washers offering a soft-mount industrial design, high-G-force extract, excellent efficiency, flexible programmability, automatic chemical injection, and options for auxiliary heat and steam, ozone, and reclamation systems.

Similarly, select efficient partner dryers with phased programmability, automatic reversing and moisture sensing. Here’s why:

Soft-Mount Design

Freestanding washers make for simple, less costly installation, without bolt-down, and allow for close installation clearances of less than a half inch. By comparison, hard-mount equipment requires reinforced concrete foundations, bolt-down and clearances of up to 18 inches or more.

Soft-mount machines can be located right next to each other for increased wash production per square foot and improved workflow. Also, by choosing soft-mount washers, you’ll realize other production benefits over hard-mount washers.

High G-force—In general, softmount washers generate higher G-force extract than hard-mount washers. Or, if hard-mount washers do hit high-speed extract, it’s only for a short duration at the end of the spin cycle. That’s why a softmount washer generally removes more moisture during extract, reducing dry time by up to 50%. This catapults productivity.

At Chula Vista Resort in Wisconsin Dells, owner Mike Kaminski added washing capacity and invested in the latest machines with extract speeds reaching 384 G-force.

“The really nice thing is that we’ve increased productivity six times over what we were doing before,” he says.

Look for washers producing 350-400-plus G-force.

Flexibility—A flexible control

Dates announced for new Texcare Asia, China Laundry Expo

HONG KONG — The upcoming edition of the new Texcare Asia and China Laundry Expo (TXCA & CLE) show, an international trade fair for textile laundry, leather care, cleaning technology and equipment, will be held Sept. 25-27, 2019, at the Shanghai New International Expo Centre.

The joint-venture agreement between the Texcare Asia show and the China Laundry Expo was announced last year.

Organized by the China Laundry Association and the China Light Industry Machinery Association, as well as Messe Frankfurt (Shanghai) Co. Ltd. and Unifair Exhibition Service Co. Ltd., TXCA & CLE 2019 is expected to attract 300 exhibitors and an estimated 25,000 visitors across nearly 323,000 square feet.

“Messe Frankfurt’s global network attracts a strong number of foreign industry players in the field of textile care, which adds an appealing international dimension to this newly developed trade fair,” says Richard Li, general manager of co-organizer Messe Frankfurt (Shanghai) Co. Ltd. “This also complements the Chinese government’s national strategies to attract more foreign investment, and creates new potential for growth.

“We are looking forward to continuing the development of the new TXCA & CLE brand with the help of our partners and coorganizers, and we are excited for it to begin.”

The three-day event will serve as a platform for industry stakeholders from the entire textile care supply chain to explore new markets, expand their business footprint and capture opportunities both in China and across the world, according to organizers.

The Asian textile care industry in particular has transformed in recent years, alongside the region’s economic growth and increased trade interest from overseas. More and more innovations in automation, smart laundry and digitalization have been introduced, helping improve the productivity and proficiency of operations while also allowing the industry to evolve and stay on-trend.

“According to the China Laundry and Dyeing Industry Development Research Report, China’s textile washing services business income was RMB112.25 billion in 2017, a figure which has risen by over 60% compared to five years ago,” says Han Xiuping, general manager of fellow co-organizer Unifair Exhibition Service Co. Ltd. “The washing industry in China is developing towards more large-scale operations and at a higher cost and quality.

“As such, TXCA & CLE will shine a strong spotlight on cutting-edge products, strengthening technological exchanges and promoting efficient trade coop-

eration. The show aims to build a win-win trade platform for not only the whole of China’s washing industry, but for all over the world.”

Organizers say TXCA & CLE will serve as a platform for gathering international and local players to meet, share new developments and conduct business. Noteworthy exhibitors from previous editions include Alliance, Castic-SMP, Chuandao, Girbau, Haier, JENSEN, Kannegiesser, Oasis, Sailstar, Sankosha, Sealion,

Weishi, and many more.

In order to enhance attendee experience, organizers say various fringe events will take place around the fairground, which will allow participants to catch up with the latest industry developments, learn about the current market outlook in China and have valuable networking opportunities with industry peers.

Further information on fringe events and other aspects of the show will be revealed closer to the show dates.

ALN

The newly combined trade fair will take place Sept. 25-27 in Shanghai. (Photo: Messe Frankfurt)

PANEL OF EXPERTS

Where did all the linen go?

it to the laundry for credit, it is quite frequently thrown in the trash.

Running a laundry with a low linen inventory raises every cost associated with running a laundry:

As a healthcare linen provider, ensuring a nurse has the linen they need to properly care for their patients is the basis for the entire industry. Maintaining the balance between having enough linen and too much linen available helps decide if you will be a profitable or an unprofitable laundry. The industry has constantly been evolving to help keep this balance. Some of the methods are:

• Count the linen in the soil room that comes from the hospital and send them the exact amount they sent the laundry. There are many high-speed counting systems available and the use of RFID (radio frequency identification) tracking has greatly sped this method up.

• Batch the linen that is brought in from the hospital and send the exact linen back to the hospital that they sent the laundry.

• Weigh all soil linen in from the hospital and compare it to the clean linen weights that are sent out to ensure the hospitals are sending the proper amount of linen back to the laundry.

No matter the method the laundry decides to employ to maintain this balance, there is one factor that no method completely catches, and I believe it is the most challenging aspect to maintaining the proper balance—linen that is thrown away or goes home with the patients.

It is not uncommon for patients or friends of patients to be given blankets to keep them warm going to their cars when discharged. You can usually go to any trash container at a hospital and find linen that has accidently been thrown in the trash bin instead of the soil linen bin. When EVS is making a bed, they may find a stained or torn piece of linen, and instead of returning

• Utilities. You will begin to run light loads in your washroom, which will cause you to use more water and chemicals in the washroom. Light loads in dryers take longer, so your gas bill will go up.

• Labor. Employees will begin to wait around for the linen they need to process. This is especially true about items that are not always used at the hospitals, such as a larger gown or baby goods. The employees will start folding items that are not really required just to stay busy until the items they need get to them.

• Customer Relations. When the laundry is short on inventory, it will begin shorting the customers. The occasional linen shortage may be understood. The hospital may have enough of the item to make it through that work day. Constant linen shortages will begin to affect how the nurses can care for their patients. Which, as stated earlier, is this basis for the entire industry.

tomer and the supplier.

No Plan B—There are fewer and fewer local options available. It is up to healthcare linen suppliers to be their own plan B (unfortunately translating at a higher price for customers when their inventory unexpectedly runs out).

can be addressed by having supplier and customer discuss as partners and make responsible inventory decisions that they both can commit to. Our decisions cannot have a negative impact on the level of care provided by our hospitals and care facilities

mixed plant, which processed linen supply, industrial uniforms, dust control, cleanroom and healthcare. The other three plants processed for the healthcare market only.

A s a supplier to customers across North America and 30 other countries, we have compared notes with some of our industry colleagues and these are the issues that came up most often.

Longer Pipeline—In order to offer most competitive pricing, many manufacturers have moved to overseas production. To ensure proper inventory, forecasting covering a much longer period can be a much more complicated exercise for the cus-

Spikes in Demands—It becomes increasingly difficult to respond to large spikes in customer demands. This seems to be happening more often as customers try to be as lean as possible with inventory. In turn, suppliers try to be cautious not to overstock products that will end up having a low turnover.

Trade Volatility—We are all at the mercy of constantly changing tariff charges, currency fluctuations and raw material costs that have been more erratic. It can become a gamble that is not always to the advantage of the supplier

We all want to minimize the financial burden of large inventories—customer and supplier— and the challenge is to do it with as little risk to the efficiency and quality of linens. Each challenge

Because, in the end, the patient or resident that will be in need of a clean gown or bed linens could be a family member—or even ourselves!

I remember my first day on the job like it was yesterday. Upon reporting for duty, Max and I drove to our warehouse where we kept our inventory for all four Penn Linen facilities.

Once we entered the building, Max said to me, “Welcome to Fort Knox. Look around, all those cartons and bales of textiles represent dollars. It is imperative that, if nothing else, you must learn two lessons and learn them fast in order to be successful and profitable in this business.

Thirty-six years ago, I began my laundry career at Penn Linen & Uniform Service working with my father-in-law, Max Stettner. Penn Linen & Uniform Service was an operation of four operating plants and a depot. The mothership plant was a

“Lesson one: Be smart in controlling your inventory and inventory levels, both in and out. Too much inventory leads to wasted dollars spent sitting on the shelf gathering dust, while insufficient levels of inventory means you cannot service your customers’ needs efficiently,

“What do you consider the most challenging aspects of inventorying and securing textiles? Why? How can insufficient inventory impact the rest of my operation?”

Commercial Laundry

David Griggs

Superior Linen Service, Muskogee, Okla.

Textiles Gabriel Boardman MIP Inc., Anjou, Quebec

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Uniforms/ Workwear Manufacturing

Scott Delin Fashion Seal Healthcare, Seminole, Fla.

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Experts

thus impacting your service and your delivery schedules.

“Lesson two: Know your suppliers and how to secure quality textiles and products needed to run your business. Beware of vendors who sell on price as opposed to those who sell on quality and reliability in order to deliver product on time and be sure to develop programs that lead to a win-win situation for all.”

The next stop on my openingday tour was the soil room. During my visit to the soil room, I was informed, “The soil room is the most important area of any laundry. Every piece of linen crossing the soil belt represents a dollar. The employees in this department are responsible for accurately counting the dollars (soiled items) daily upon coming back from our customers.

“Efficiency in fulfilling orders to our customers is dependent strongly on the counting accuracy of our staff working the soil belts and accuracy of the department as a whole.”

To this day, I am happy to say my first day at Penn Linen enabled me to successfully understand the need for managing realistic inventory levels and the impact poor inventory management and inferior products have upon successful laundry operations.

I understand the importance of listening to my laundry partners’ needs and operating procedures in order to recommend solutions that satisfy and meet their expectations as it pertains to inventory control. Having walked the walk and talked the talk, I get it 100%.

Okay so now, it is time to talk about that elephant in the room. Or should I say the elephant in our plants, stockrooms or warehouses that continually controls and influences how we as business owners and operators run our laundries and more importantly how we service our customers on a daily and weekly basis: inventory and securing of textiles.

When it comes to inventory control and securing textiles, suppliers and laundries walk a fine line on a daily basis.

As market conditions continue to change and become more competitive due to the impact of global sourcing and other unknown variables, it is important to align your business with suppliers who have consistently maintained strong partnerships and solid communications with their off shore-manufacturing partners.

Such an alignment is key to running a successful business with a lean-and-mean inventory program that allows you

to service customers properly without carrying the burden of tying up your dollars with excess inventory.

In order to deal with the many unknowns that can and will have a direct impact upon your ability to meet the demands of your customers’ needs, one might want to consider the implementation of “programs” with your suppliers as an excellent way to efficiently and cost-effectively mitigate these unknown challenges.

With programs, suppliers can be smarter in forecasting production in an efficient way that will support the “Just in Time” inventory control principle. This will ensure your customers’ expectations for service are met consistently day in and day out.

As technology continues to change how we receive, process and deliver to our customers, RFID (radio frequency identification) is now used as an inventory tool in manufacturing, warehousing and distribution.

Tracking product in real time enables laundries better control of costs both internal and external while ensuring proper deliveries and inventory levels to their end user.

Will RFID end inventory losses? No. However, it will aid in the reduction of inventory losses and help to increase efficiency in processing and information accuracy to our customers.

In reality, in order to be successful, it is imperative that you work with a supplier that can and will work with you on developing programs that will guarantee quality inventory as needed so you can concentrate on what is important with growing your successful business.

extra pillows, sheets and bath blankets.

• The tech sends the new mommy or patient home with extra comforts to include blankets and pillows.

• The hotel guest uses the textiles for shining shoes or mopping up, creating difficult-to-remove stains.

Linen loss through misuse, abuse, stockpiling and wear-andtear create tremendous stress for healthcare and hospitality staff, the on- or off-site laundry managers responsible for processing the linens, the vendors that supply the textiles, the finance folks, and, most importantly, the end user.

Regardless if you are a supplier or recipient, it is “dirty laundry,” literally and figuratively speaking. Each segment of the industry has its challenges allocating and securing the proper amount of textiles.

The impact that insufficient inventory has on hospitality, healthcare and other segments are significant, including:

• Increased overtime.

• Lost sales.

• Hospital scores are affected and the funds allocated to the hospital impacted.

• You can’t transit a patient to a hospital room or a guest to a hotel room if linens are not available.

• The budget is shot, based upon additional product being ordered to cover for the loss.

• Extra linen is purchased in an effort to quickly meet the accelerated demand for additional linens.

Based upon the input of dedicated professionals, providing continued education and communication with the staff increases awareness and decreases loss.

Forlini, CLLM, sales professional; Grover Evans, laundry manager; and Loyd Hill, hospitality consultant, for their wisdom and contribution to this article.

N.J.

ies. This can add up quickly.

Additionally, inventory shortages lead to packing errors in the plant. Routes are most efficiently and reliably packed when plant staff can begin a route and fully complete it before moving on to the next. By having to circle back to finish one last item, or divide short product up among the routes, errors occur.

Where did all the linens go? Scrubs return home with the doctor. Pillows, gowns and blankets exit the hospital with the patient, soiled washcloths get flushed down the toilet, placed in the hazmat bag, cut into rags, or often end up in the morgue, funeral home or furnace.

The hospitality folks have heartaches of their own, to include textiles checking out with the travelers, bath blankets ending up at the pool down the street.

A few scenarios:

• The ambulance service just dropped off a patient and picked up extra linens for additional patients.

• The nurse is frustrated with the linen shortage and discovered a secret hideaway for

Grover Evans, laundry manager for Emory Health Systems, is one of many of these professionals. He meets daily with the Emory leadership team and shares obstacles and solutions. Grover walks alongside his laundry team and maintains a line of communication with his textile supplier in order to meet lastminute emergencies.

Based upon continued technology, such as RFID chipping and dispensing machines that track volume and or weight, coupled with tried-and-true best practices, the harsh impact of linen loss will continue to be minimized.

Networking and speaking with peers, as well as getting involved with a local or national chapter of Association for Linen Management (ALM), subscribing to industry magazines, such as American Laundry News, or posting your questions on a website such as ALM Forum Discussion Digest can be helpful.

A special thanks to John Highsmith, consultant; James

Purchasing and inventorying textiles in a linen rental business can be a tricky proposition.

To generate income, textiles must be in circulation, not sitting on a shelf in a stock room. Cut it too close, and we do not have the product needed to service our customers.

Following Lean Six principles, excess inventory is identified as one of the “Eight Deadly Wastes.” For these reasons, several factors should be considered when deciding what stock inventory to purchase and when to purchase it.

Product shortages affect plant operations in several ways. First, shortages create special deliveries, which are costly. A route supervisor’s time could be better spent performing customer service duties as opposed to making emergency deliveries. It is also costly to operate delivery vehicles.

All in, expect to pay about $1.50 per mile making deliver-

Finally, shortages lead to customer ill will, which leaves us vulnerable to our competition and product hoarding. One of the first questions asked by a competitive sales representative will relate to shortages. If that pain is uncovered, the account could be in jeopardy. If our customers do not trust us to make complete deliveries, expect them to hoard our product.

We can take several steps to reduce these risks. First, identify your top movers. These are the items, such as bar towels and bib aprons, that most customers rent and are delivered on every route. Run weekly usage on these items and determine an average daily need.

Depending on your replacement budget, you can expect to replace 10% of these items weekly. Following this math, you should always have a halfday supply of these items in stock.

I am a firm believer in budgeting, and a linen replacement budget, properly managed, can be very helpful. Replacement budgets vary quite a bit from company to company, some-

(Image licensed by Ingram Publishing)

Consulting Services

Sam Spence

TBR Associates, Saddle Brook,

Janice

Davis

times net of replacement charges, sometimes not, but the fundamentals remain the same. Calculate average replacement rates of your products and dedicate 85 to 90% of your budget to these products by injecting it monthly.

The remaining budget should be reserved for unexpected or less predictable replacements. The goal here is to make inventory replacement a simple, repeatable process while managing costs.

Remember to consider freight breaks when ordering. Most textile suppliers provide free freight on orders over 1,500 or 2,000 pounds. If your order comes up a bit underweight, consider adding a bale of your heavy movers, such as bar towels or wash cloths, to make up the difference.

Finally, implement a Kanban system in your stock room. This involves posting simple cards on your shelves indicating the upper and lower inventory limits as well as package quantities and order quantities for every item kept in stock. When inventory levels fall below the limit, it is time to order more.

By taking these simple steps, we can be sure to manage inventory effectively and properly

manage linen inventory influences customer satisfaction and our financial health. Effective linen inventory management requires accurate measurement, effective budgeting and clear customer expectation setting.

To manage linen inventory, we must first accurately and regularly measure the key indicators. We need to quantify how much linen customers need based on item usage, typically as some multiple of delivery frequency versus patient days/procedures/or another volumetric measure. For example, if a clinic does 90 procedures per week,

each one requiring one bath blanket, a flat sheet, a pillowcase, and a patient gown, and we deliver three days per week, then we will need to ensure they receive more than 30 of each item per delivery.

We also want to measure returns by weight or by item. If by weight, one can expect back between 7% and 11% more than was sent out. Next, we want to compute linen vendor pricing. Finally, we must measure loss rates attributed to ragout, theft and damage.

With these key measurements, we must now set a

monthly linen budget, taking into account linen costs, linen replacement rates by customer, based on the above, and seasonal volume fluctuations. Finally, we must have an expectationsetting meeting with customers where we discuss these topics and build parameters into their contracts where they are charged for excessive verifiable losses.

With a customer that is losing (or hoarding) excessive linen, collaboration and education backed by data are always the best policies. Show their clean/ soil ratios; show linen they are damaging and explain alterna-

tive practices; teach how to order properly and not hoard linen; instruct on proper bed makeup policies that conserve linen. They will thank you for helping them manage their linen, and you will reap the benefits of a manageable linen budget.

As a last resort, if losses don’t improve, you must pass on these costs. Put this in your contract!

Always remember … it is better to provide an adequate supply of linen to customers and charge on the back end than to short critical items and potentially impact patient safety. ALN

service our customers.

I t’s early December and the weather has taken a nose dive. Flu season has kicked into high gear. Linen orders are through the ceiling due to high patient census, patients squeezing elective procedures into the calendar year, and holiday preparations. Fortunately, you upped linen orders in anticipation. But it was not enough! Sound familiar?

Or … it’s mid-July. The weather is balmy, school is out, flu cases are down, and doctors are on vacation. Soiled linen returns are minimal. Customer linen orders are smaller, but not small enough to account for the small returns. Do we order more linen to hit the orders? Or short the customers?

Linen costs are typically a laundry’s second largest expense, after labor. Effectively managing linen inventory can be the difference between success or failure. Trimming down linen purchases can help the bottom line. But customers with inadequate inventory will leave. Conversely, customers with abundant fresh new linen are great for satisfaction scores. But they can drive us into the red.

Therefore, how effectively we

Healthcare Laundry

Gregory Gicewicz

Sterile Surgical Systems, Tumwater, Wash.

CINCINNATI — Cintas Corp. is partnering JW Marriott, part of Marriott International Inc., on an apparel line and a garment recycling program.

The new collection of wardrobe essentials will debut across 51 of the brand’s hotels worldwide, according to Cintas. In addi-

tion, JW Marriott properties in the United States will participate in a unique garment-recycling program managed by Cintas that responsibly reuses the brand’s retired uniform line.

“We are excited about the new wardrobe launch as it will give JW Marriott associates the opportu-

nity to mix and match garments that best fit their job function, personality and style preferences,” says Mitzi Gaskins, vice president and global brand leader of JW Marriott.

“JW Marriott’s participation in Cintas’s garment-recycling program aligns perfectly with our commitment to sustainable practices and will help support key ecofriendly brand-wide initiatives.”

Approximately 10,000 associates will be outfitted in the new collection, which includes Chef Works and Design Collective by Cintas garments.

Prior to the debut, Cintas says it worked closely with JW Marriott to solicit hotel associate feedback regarding wardrobe design concepts to ensure that each piece was both functional and fashionable.

Drawing inspiration from JW Marriott’s brand color palette, the collection incorporates neutral grays with accents of a warm blush present throughout a variety of silhouettes including soft blouses, tailored suites and sophisticated printed dresses.

“Prints have been the cornerstone of many apparel collections over the last 18 months and continue to take center stage,” said Jeff Marino, creative director, Cintas. “The floral print design that we created for the crepe dress and blouse is inspired by vintage Japanese watercolor paintings. It is the perfect representation of high fashion meets brand vision.”

JW Marriott’s garment recycling program, which takes place through May 31, 2019, will be available across 26 JW Marriott hotels based in the United States. Through this sustainable program, hotels will collect the retired uniforms in the boxes used to ship the new garments, each capable of holding 25-30 pounds of textiles.

Once received by Cintas, the uniform provider says it will work with Leigh Fibers Inc., a leader in managing textile waste, to shred garments and repurpose the remaining fibers for future use.

“Because JW Marriott associates provided insightful feedback about fit and functionality during the design process, they really helped us curate the best collection possible for the brand,” says Jenn Pampenella, global account manager, Cintas Corp.

“Cintas and Marriott also worked closely to bring our shared commitment to sustainability to the program. Our garment recycling program will allow JW Marriott’s U.S. hotels to divert textile waste from our nation’s already strained landfills.”

UniFirst wins Stevie Award for Recruitment Initiative of the Year

WILMINGTON, Mass. — UniFirst Corp., a North American provider of customized work uniform programs, corporate attire and facility service products, has won a Bronze Stevie® Award for its LEAP (Leadership, Education and Performance) management development program in a new category for 2019—Sales Recruitment Initiative of the Year.

The award was presented at the 13th annual Stevie Awards for Sales and Customer Service held in February at Caesars Palace in Las Vegas. More than 700 executives from the United States and several other nations attended.

UniFirst developed the LEAP program to attract, hire and retain talented high-potential employee team partners at the managerial level who exemplify leadership and critical-thinking abilities, and place them on a fast-track career path within the company.

The company says the program includes 18 months of hands-on training, rotating between different UniFirst locations and departments throughout North America, and builds a strong foundation for a results-driven leadership career.

Five leadership competencies make up the program’s learning tracks (Critical Thinking, People Development, Business Management, Emotional Intelligence and Ethical Leadership), all offered through a blend of operational knowledge and experience in the industrial laundry and services business with strategic thinking, sound leadership skills, and personal/professional growth.

“We’re so honored to be recognized with this award for our LEAP program and management recruiting efforts,” says Elita Nicholson, UniFirst talent acquisition specialist. “This is a new way of hiring at the managerial level, prompted by the need to fill these important roles with qualified internal applicants who have the right skills and a comprehensive understanding of our business.

“It’s gratifying to see how each of our first LEAP recruits has developed from their first day until today (mid-way through the 18-month training program), and how they’re already making a positive impact on our company and culture.”

The program has been so successful to date that UniFirst says it is continuing it throughout 2019 and beyond. The company has also recently begun to recruit for the second cohort of LEAP participants.

“All the Stevie Award winners should be very proud of their achievements,” says Stevie Awards president and founder, Michael

The Stevie Awards for Sales and Customer Service are considered the world’s top honors for customer service, contact center, business development and sales profession-

als. More than 2,700 nominations from organizations in 45 nations of all sizes and in virtually every industry were evaluated in this year’s competition. Winners were determined by the average scores of more than 150 professionals worldwide in seven specialized judging committees. ALN

Gallagher. “Independent professionals around the world have agreed that their accomplishments are worthy of public recognition.”

Talent acquisition team partners (from left) Elizabeth Gerrity, supervisor; Elita Nicholson, specialist; Michael Vella, manager; and Catalina Dongo, human resources director, receive a bronze-level Stevie Award for creating UniFirst’s LEAP management development program. (Photo: UniFirst Corp)

Senior care community ensures laundry is disinfected

BY HALEY JORGENSEN

WALLA WALLA Wash. — OddFellows Home, located here, is dedicated to providing superior care and services to senior residents, right down to laundering their underwear.

The community’s energyefficient on-premises laundry, which is continuously improved and maintained, outputs impressive productivity and high-quality results, according to Laundry Supervisor Selma Castillo. Behind the scenes, it properly cleans and disinfects approximately 880 pounds of soiled linen and personal items per day.

At OddFellows, it’s all about providing the best possible care and services to residents and patients, according to Castillo.

“My goal is to have things nice and clean and looking good for our residents,” she says.

A 28-year staff member, Castillo feels proud of OddFellows’ caring culture.

Established in 1897, OddFellows is the only nonprofit in Walla Walla to provide independent apartments, assisted living, skilled nursing and rehabilitation services. Its on-premises laundry blends old and new laundry equipment and technology in a sensible, effective manner.

Integrity Laundry Solutions, a local provider of laundry equipment, chemicals and parts, is Castillo’s go-to for everything from new equipment and chemicals, to ozone systems, maintenance and repairs.

EFFECTIVE LAUNDRY EQUIPMENT LINEUP

The laundry features a lineup of Continental Girbau Inc. soft-mount washers and complementing dryers, including three 55- and two 60-pound capacity washers, one 20-pound capacity washer, and six 75-pound capacity dryers.

“Amazingly, three of the large washers are 23 years old,” says Castillo.

The machines were manufactured and installed in 1996, according to their serial numbers.

“They are still workhorses,” adds Rob Grandstaff, director of environmental services. “We maintain them, and it’s like having a good car. You get the life out of it.”

The entire Continental washer set—new and old—features softmount designs for simple installation, flexible programmability and high-extract speeds reaching up to 400 G-force, according to Integrity’s Michael Tompkins.

The high-extract speeds remove more water when compared with lower G-force models, he said. This reduces dry time and

resulting gas consumption, and in the end, allows OddFellows to complete more laundry loads per day.

“Saturday, we did 26 loads of laundry,” Castillo shares. “It typically ranges between 20 and 26.”

OZONE INJECTION DISINFECTS GOODS

To ensure disinfection of laundered items, OddFellows’ laundry recently invested in an Aquawing Variable Injection Ozone System. Working seamlessly with the Continental washers, Aquawing validates that mandatory levels of ozone are reached and maintained within the wash wheel, according to Tompkins.

Because ozone works best in cold water and requires less chemical to remove stains, odors, dirt and grease, it improves laundry energy-efficiency and lowers water heating and chemical costs, he says.

Additionally, the Aquawing system is clinically proven to eliminate more than 99% of bacteria and viruses, including superbugs like MRSA, HIV and C. diff. In a nutshell, the addition of ozone ensures disinfection, which is critical in a residential care environment.

However, many other benefits have resulted as well, according to Castillo.

“Now we don’t need to rewash or pre-spot,” she says. “To me, the combination of ozone and fewer chemicals allows us to satisfy residents without cutting any corners. There is no residue left on laundry, which is great for our

residents with sensitive skin and allergies.”

“Because we use less chemical, the product comes out at a really good pH, so we don’t have the skin rashes we used to get with harsher chemicals and no ozone,” agrees Grandstaff. “Ozone has reduced rewashes considerably and clothes smell so fresh. Residents love it.”

SIMPLE EQUIPMENT OPERATION, PROGRAMS

The laundry operators, who are responsible for sorting, loading,

folding and hanging laundry, also love the operation.

Tompkins preprogrammed the Continental washers to automatically combine the right number of baths, chemicals, water temperatures and levels, with the appropriate mechanical action, to achieve optimal results no matter the soil level.

blankets are quickly and efficiently cleaned and disinfected.

Operators just load, enter a program number and press start.

In the end, the laundry’s simple operation, ozone disinfection, energy-efficiency and productivity combine to deliver a high-quality product that further strengthens OddFellows’ caring culture. ALN

Haley Jorgensen is a public relations writer for commercial

gowns, rags, towels and

At OddFellows’ laundry, the washers are set up with programs for light, medium and heavy soil, as well as a simple rinse-and-spin. Everything from personal items to

sheets,

laundry equipment manufacturer Continental Girbau.

Creating the right mix of equipment and cleaning/disinfecting chemistry at OddFellows Home is (from left) Oddfellows’ Director of Environmental Services Rob Grandstaff, Michael Tompkins of Integrity Laundry Solutions, and Laundry Supervisor Selma Castillo for Oddfellows. (Photos: Oddfellows Home/Continenal Girbau)

Integrity Laundry Solutions is responsible for providing an effective cleaning/disinfecting recipe that blends chemicals, ozone, water.

Laundry Supervisor Selma Castillo stands next to a still effective 23-year-old, 55-pound capacity Continental soft-mount washer.

Managers say equipment, cleaning/disinfecting mix just right to satisify both residents, employees

Avoiding maintenance mayhem in the laundry

Implementing a total productive maintenance system for on-demand availability, efficiency

BY MATT POE, EDITOR

CHICAGO — If the equipment is a laundry isn’t running, the laundry isn’t effective. And it probably isn’t profitable. That’s where maintenance comes into play.

However, a lot of the time it seems like laundry plant maintenance is dealing with unplanned or even emergency repairs. Wouldn’t it be nice if maintenance could spend more time on preventative procedures, being proactive with equipment before it fails so that it’s always available and effective?

Michael Lovett, executive vice president of HRD Strategies, which works with businesses to improve organizational effectiveness, spoke about how maintenance can be more effective during the Association for Linen Management (ALM) webinar entitled Optimizing Maintenance: Avoiding Maintenance Mayhem

TOTAL PRODUCTIVE MAINTENANCE

Lovett’s presentation focused on the total productive maintenance (TPM) system.

“What is TPM? It’s been around a long time, but essentially total productive maintenance is one of those things where you

have many, many avenues, but bottom line is the on-demand availability and efficiency is what TPM is all about,” he says. “It’s making sure you’ve got the equipment online, running efficiently and effectively during that timeframe through an improved, systematic way of maintaining the equipment.”

Lovett says the difference between TPM and traditional maintenance strategies is that people who operate the equipment get involved.

“That doesn’t mean that we are trying to take away the maintenance person’s position or take away their job, but when the rate of pay for a maintenance technician is $20-30 an hour, roughly, across the United States, what do I want that person doing?” he says. “Do I want that person doing nonvalue-added maintenance activities, or more value-added maintenance activities?”

Involving the operators on the front line helps with simpler maintenance activities because they know the equipment, can predict when things are going to happen, Lovett points out.

TPM originated back in the 1940s during World War II, he shares. Throughout the ’80s, there was concerted effort by

(Image licensed by Ingram Publishing)

major manufacturers and major systems to take the system and marry it to a computerized maintenance management system (CMMS).

“One of the things that I think is key for you to know is that technology, we like to call it artificial intelligence, CMMS systems today and in the future are going to dictate a lot of what your maintenance activities are going to be,” Lovett points out.

BENEFITS

Lovett says that with an effective TPM program, a laundry can, basically, extend the life cycle of its equipment.

“I’m going to use BMW as a backdrop here. The predictive maintenance of a BMW is unreal,” he shares. “When you take your car in at so many years old or so many thousand miles, they know exactly what’ going to break.

“I’ll give you an example: The first time the oil pan starts leaking, it’s time to replace all of the gaskets. Almost 90% of the time, replace all of the gaskets. When they replace one, it puts different pressures on the other ones, and they start leaking in different places.”

Another benefit is better utilization of the workforce because, as Lovett points out, it’s very difficult today to find skilled people to bring into the maintenance department. There’s a definite labor benefit to “upscaling” laundry operators to help with minor maintenance activities so the skilled maintenance staff a plant does have can be better utilized.

“We can’t find good electrical people,” he says. “We can’t find good mechanical people. They just don’t have the skill. Plus, we’re aging. So, we are going to upscaling so that when we bring in an operator to operate equipment, they need to have some skillsets in terms of how to do basic repair, and the other side of this is it helps improve productivity.”

Basically, using equipment operators in this manner can help reduce downtime and rework, and help keep up productivity and prevent equipment startup losses, according to Lovett. How? By keeping up on minor maintenance, operators help reduce breakdowns, setup and adjustment delays, idling and minor stoppages, prevent reduced speed, malfunctions, and reduced yield.

“A lot of the things we’re talking about doing are very simple add-ons,” he points out. “It’s not something that you need to go spend a lot of money on; it’s just processes that you put in place.

“For instance, as you go through your steam systems, your ironing systems, your water systems, your pneumatic systems, all the things that go through and supply your equipment, what are you missing there? When we have a steam leak, how do we handle that? Are we looking those? Sometimes we’ll get so focused on equipment we forget about our ancillary support units, whether it’s air, electrical, etc.”

TPM IMPLEMENTED

Lovett says TPM is built out of four components: tools, equipment, operators and CMMS.

Using TPM, tools are readily available, all types of tools, from hand tools to technology like laptops. Next, he says equipment needs to be modified so it’s easy to keep clean and to see where maintenance is required. Then, the operators have to be trained on the fundamentals of preventative maintenance as a part of their normal work activity.

“That’s a key component, having those individuals where they can do that,” says Lovett. “Again, our workforce is not such that we can hire enough people on the maintenance side to do all those things we’ve had them do in the past.”

Finally, he says a CMMS needs to be in place. This can be anything from advanced software to a simple a spreadsheet, depending on what an organization can do.

Lovett says there are five steps to start up a TPM system:

• Select the equipment to work on.

• Do what is called a PUSH (process, utilization, safety and housekeeping) event.

• Define machine operator maintenance tasks and modify equipment to facilitate those tasks.

• Define maintenance staff tasks and provide informative tools to assist.

• Make the system sustainable. Equipment selection determines what to work on, what to start with, Lovett says. A laundry should look at what it is having unplanned downtime, what’s giving quality issues, increased repair costs, failing before it’s supposed to, running slower or not according to process.

“One of things I like to talk to people about in TPM is the first thing you need to measure is your emergency work, and that’s basically being reactive,” shares Lovett. “How many hours are you spending in emergency work? The next component is unplanned work. It may not be an emergency, but it’s unplanned. You had a failure. Then how much of your planned work are you doing?”

Measuring emergency or unplanned work is key because it helps a laundry create a strategic maintenance plan, avoiding mayhem, he says.

“If you have a breakdown and you send someone out to repair it, they may not know what tools they need, if they’re new, they may not know what parts they’re going to need,” Lovett says.

With a good, solid work order system, maintenance can go in and say the average time to repair this component on this dryer is X, so then they can build a strategic maintenance plan in order to identify those pieces of equipment that are going to need specific things done throughout the year, he says.

“In a lot of our textile companies, they would shut down the week of Christmas and the week of Fourth of July,” Lovett shares. “That means we Band-Aided things the first six months out of the year. That’s unacceptable because by the time we got to fixing things, we had a lot more expense.”

He says major corporations can be good at planning major downtime. These com-

panies regularly plan and schedule times to do repair work, taking eight or 12 hours, or even a couple days.

A PUSH event, he says, improves a laundry’s ability to get rid of expenses.

“Go through the facility from rooftop to the basements, anything that can affect our processes negatively, utilization of equipment, any safety items and any housekeeping items,” says Lovett. “What are your problems? It gives you the ability to build that matrix or checklist and get immediate resolution to these items. It puts things in a priority for you to work on.”

The next step, something he says should be measured, is what the staff is working on.

“We talk about effectiveness and value,” he says. “In other words, if you take a look at everything that a maintenance individual does throughout the course of 30 days, and all you have to do is list the tasks that person performs and you measure it in terms of how valuable it is to the organization or to the system so how effective are we at that.

“And then you look at should somebody else be doing it, or could it be automated changed or improved? Those are the kind the things you have to think about as you look at a TPM system.”

So, what does that laundry want its operators doing in terms of maintenance? It’s key to implement daily operator activities, review checklists, ensure operator training is complete, finalize checklist schedules, Lovett says.

“Here are all of their tasks associated with our maintenance function, what do we want them to do on a regular basis, and what do we want to train them how to do?” he says. “How do we want to modify the equipment in order to make it easier for those individuals to do what we call inprocess operations?

“One of the things we’re designing with our clients is putting a QR code right on the equipment. You scan it with a cell phone, and what comes up is the checklist. They go through the checklist, they mark it up and submit it and it goes straight into a database. Instead of having clipboards and

things of that nature.”

A laundry also needs to look at how it defines the maintenance technician’s jobs, and the tools that go with it. Lovett says technicians should provide tech support to operators along a clear communications path. An operator can communicate an issue, and then the technician can either say, “You can make this adjustment,” or, “That’s beyond what you should be doing, I’ll be over.”

He also says technicians should be utilizing data to have a good spare parts inventory.

“I like to have parts just in time,” shares Lovett. “I don’t want them on the shelf costing money and inventory. I want to know when things are going to fail and have them on hand.”

Also, he believes that technicians should be good “students” and know when equipment will need maintenance by studying manufacturer recommendations, breakdown histories, checking the logs, doing analysis—solving problems.

“You would like to have 75 to 80% of your work planned,” Lovett says. “It’s becoming more of a data-driven craft than it is slinging wrenches.”

And data is what makes a TPM system sustainable, he points out. Knowing key performance indicators (KPIs), overall equipment effectiveness, availability, performance and quality. It also involves auditing what the laundry operators and technicians are doing on a daily basis.

“If you don’t have data, you can’t do it,” Lovett concludes. “Take a hard look at your method and equipment. What is your

on-demand time? Look at your workforce. And how can you make sure that these things are there and are seen and done and effective?”

CONTINUAL IMPROVEMENT

Lovett says that TPM is not about anything other than continually improving processes. It’s done by making sure that uptime efficiency is there, and upscaling

the workforce—a major key.

“One of the other things we’re running into is that our community colleges and trade schools do a good job in the theory, but the hands-on is where they’re missing the boat,” he points out. “So, you really need to look at a comprehensive program for how you train people on your equipment, how you onboard them. You have to think about, I want to upscale my opera-

tors, upscale my maintenance people, but I also want to hire a better type of person.”

He says that a laundry might have to put in its own training system.

“Look at the cost of your training system as not just a line item, look at like what it could have cost you if that piece of equipment was down for three days,” he shares.

“It is a true component of how you put in a training system.” ALN

is vital to laundering a variety of items. Washers should offer programmability of automatic chemical injection and control over G-force, rotation action, number of baths and rinses, water temperature, cycle times, and water levels. Also critical are auxiliary heat and steam options, as these are necessary to remove stains from many hospitality and food and beverage items.

At Yakima Specialties Laundry in Walla Walla, Wash., Director Tom Gannon installed highly programmable washers.

“We’ve been washing large flexible intermediate bulk container bags for an international corporation,” he says. “Our washers clean them like they are brand new so they can be reused, rather than thrown out. It’s been a tremendous success, and the bottom line is extremely favorable.”

On the dryer side, seek phased programmability; efficient, affordable heat sources; and control over rotation action, automatic reversing, and moisture sensing in order to reduce wrinkling and over drying.

Efficiency—Choose efficient machines that reduce consumption of energy and associated utility costs. It’s important to realize that high G-force washers will shorten dry time, resulting in less natural gas consumption by the dryer, cutting utility costs.

Compact Footprint—Choose washers and dryers that feature bigger basket capacities, yet smaller footprints. There are models on the market that output considerably more production, using less

labor and energy, when compared with other options occupying a larger area.

ADDING A FLATWORK IRONER

If your laundry wants to offer a higher quality finished product, it might be time to add an ironer. A basic ironer provides a high-quality finish that improves the look and feel of bed sheets, spa linens and tablecloths.

Additionally, most ironers offer an integrated folder that performs primary folds on king or queen sheets after they are ironed. Thus, operators only perform cross-folds and stack.

There is a significant, visible difference between pressed and unpressed sheets. If your commercial laundry serves the hospitality industry, you’ll provide a better finished product and likely open the doors to new business and larger accounts.

Meanwhile, your laundry will catapult productivity and lower dryer usage and costs because items move straight from the washer through the ironer. Thanks to less dryer wear and tear, linens should also last longer.

At a production threshold, Blue Bird Uniform in Glendale, Calif., invested in a basic ironer with integrated folder with great results. Soon after, the company purchased another.

stantly growing.”

A basic flatwork ironer is able to iron 100-120 sheets per hour using two operators.

ADDING ALL-IN-ONE FEEDER/ IRONER/FOLDER/STACKER/ ACCUMULATOR

When a laundry processes between 180 and 260 washing pounds per hour, it might be time for an all-in-one that automatically irons, folds and stacks. An all-inone eliminates almost all hands-on flatwork folding and stacking.

Using a basic flatwork ironer, operators must feed, catch and perform the cross folds. With a higher-production, all-in-one machine, operators feed sheets. The primary folding, cross folding and stacking are all automatically performed for boosted quality and production.

It’s compact and saves me manpower and time. It helps my staff because they aren’t fretting that they are behind; it saves us time and improves productivity.”

An all-in-one machine will process (iron, fold and stack) up to 210-plus sheets per hour using two operators, and 140-165 sheets per hour with a single operator. Additionally, to further boost quality and production, some offer optional spreader/feeders.

ADDING A TOWEL FOLDER

The most compelling reasons to move from hand folding to an automatic folder is improved production, enhanced quality and labor efficiencies. Laundries processing 250-500-plus laundry pounds per hour should consider adding a basic towel folder.

stack at least 800 different-sized pieces per hour, with just one operator.

If you are looking to further automation, it might make sense to add a more advanced, auto-sort towel folder. These machines automatically sort, fold and stack up to 1,000 pieces per hour, with just one operator.

Through automation, and the installation of an auto-sort folder, laundries can cut labor hours by 87%. If you do the math on 120 hand-folded towels versus 8001,000 machine-folded towels per hour, the savings is more than eight labor hours per day.

With the addition of a basic or auto-sort folder, laundries will enhance quality through the creation of consistent folds and stacks. This simplifies prepping laundry for transportation and storage, which saves additional labor hours and further improves facility productivity.

In the end, small and large laundries alike should want to heighten efficiency, maximize productivity, enhance quality and reduce labor. In doing so, they cut processing costs and boost profits.

“I decided to automate the laundry, look at the costs and find out ways to save dollars,” says Kaminski. “We’ve gone from 28 laundry employees to 12, which is a labor savings of $175,000 per year.” ALN

At Krazee Klean Inc., a commercial laundry in Fort Kent, Alberta, the introduction of an all-in-one machine tripled laundry productivity.

GSM_haul_mp july_aug.pdf 1 2/20/2014 7:42 AM

“Before we had our first ironer, we were doing everything by hand,” says Lucine Igraryan. “We were able to bring in more clients and purchased a second ironer a year later. We just moved into a new, larger location. We are con-

GSM_haul_mp july_aug.pdf 1 2/20/2014 7:42 AM

“It took the place of four people,” says owner Wanda Ackert. “It is the best purchase I’ve ever made.

Generally, a typical laundry operator can sort, fold and stack different-sized towels at a rate of 120 pieces per hour. By adding a basic automatic towel folder, a laundry can fold and

Seth Willer is an expert in onpremises and industrial laundry design, equipment, workflow and productivity. As Girbau Industrial national sales manager, he works closely with laundry facilities to develop highly efficient and productive laundries.

For

G.S.M. Linen Handling

1-800-363-CART (2278) www.gsm-cart.com

For more information: G.S.M. Linen Handling Systems 1-800-363-CART (2278) www.gsm-cart.com

Track Career

Group LLC names Snoddy EVP of its healthcare sales segment

Encompass

MCDONOUGH, Ga. — Greg Snoddy is the new executive vice president of healthcare sales for Encompass Group LLC, says Mark Beran, CMO of Encompass.

“We are excited to have Greg’s sales leadership and customer experience over our acute care and senior living sales teams now,” Beran adds. “He brings more than 20 years of working with Encompass’ customers to find solutions to their needs, while growing our overall business. We know he’s going to be a tremendous asset in this new role.”

Snoddy joined Encompass in 1999 as field sales manager through the acquisition of the Lintex Corp. headquartered in St. Paul, Minn. He was promoted to region director for senior living in 2003. In 2006, he was promoted to vice president of sales and held leadership roles in corporate accounts.

In 2014, Snoddy assumed the senior sales leadership role for the senior living sales organization.

Encompass says he represents the company as a member of Senior Living Advocacy Group, a member of CPAC and various industry associations, such as American Healthcare Association (AHCA), Senior Living Resident Safety Group and the Home and Healthcare Advocacy Group, among others.

He has authored several articles for trade journals and publications such as McKnight’s Long-Term Care News and Senior Living News and is considered by many to be an industry expert in the areas of patient and staff textiles, the healing environment, and patient and resident safety.

A graduate of John Tyler College in Richmond, Va., Snoddy and his wife Sandy live in Dandridge, Tenn.

Graham promoted to special projects manager at Leonard Automatics

DENVER, N.C. — Leonard Automatics has promoted Scott Graham to the position of special projects manager.

The company says Graham’s new duties will include all aspects of the project from planning and engineering to prototype and software creation and implementation for

all new equipment or major revisions or upgrades to existing machinery.

He will continue to be responsible for designing equipment controls, assisting the company’s technical support team, and contributing to Leonard’s fabrication and design division.

Graham joined Leonard Automatics in 2017 as its IT and machine controls manager. His prior work experience came from a major manufacturer of automated screw driving equipment, where he was the OEM support manager and IT manager.

His education includes a bachelor’s degree in computer science from Mercy College in N.Y. He is also a well-recognized helicopter drone pilot and competes regionally and nationally. In addition, he is a car and off-road enthusiast

“Scott has been with Leonard for 18 months and during that time has proven his ability to understand the functionality of all Leonard equipment and update controls with a graceful simplicity in operation for our customers,” says Jeff Frushtick, chairman and CEO. “We are very excited

to bring his management talents, focus and drive to a broader application within Leonard. He is a great asset to our team and is very instrumental in Leonard’s expansion of our product line.”

Falcone joins staff of Garment Machinery Co.

NEEDHAM HEIGHTS, Mass. — Garment Machinery Co., an on-premises industrial laundry equipment provider in New England, says it has added Chris Falcone to its sales staff.

Falcone, a graduate of King’s College in Pennsylvania, brings nearly a decade of sales, customer service and commercial laundry experience to Garment Machinery Co.

A skilled and knowledgeable business development professional, Falcone underwent extensive training from commercial manufacturer Laundrylux, according to the company, and joins its team of sales representatives that provide commercial laundry equipment from Wascomat and Electrolux.

Falcone

Snoddy

Graham

labor—both rising costs and shortages fueled by a robust job market as well as new minimum wage hikes. Regulatory mandates for sick leave for route drivers in cities such as Santa Monica (72 hours), and San Diego (60 hours) also are fueling challenges with rules that create a compliance patchwork for operators, reports TRSA.

“Now you’ve got every city dictating any trucks going into that city what those drivers are supposed to make,” an attendee says. He adds that with drivers traversing multiple cities, he has to provide the highest rate to all to avoid complications.

Other topics discussed at the roundtable included:

• New and emerging markets and services.

• Evolving customer expectations.

• COG/NOG versus rental operational requirements (handling COG/NOG, sevenday operations, par levels, managing linen loss, etc.).

• Operations/production resources and best practices

• Hospitality Customer Survey.

• Updating the TRSA Hospitality Benchmarking and Linen Life, Loss and Replacement Study.

Companies represented at the meeting included American Textile Maintenance, Crothall Laundry Services, Encore Textile Services, Excel Linen Supply Co., General Linen & Uniform Service, Magic Laundry Service Inc., People’s Linen Service, PureStar Group, St. Croix Linen, TLC Linen Services, United Hospitality Services LLC, and more. ALN

Frederick

advice, the better off you will be.

I use to tell my boss that I personally might not know the answer to every problem, but I had one of the smartest phone books in the country and was confident given a little time I could come up with an answer to any problem. I kept my smartphone book updated constantly and found the Clean Show a great place to renew contacts and make new ones.

I have always looked at the Clean Show as an investment in my personal career and in my laun-

dry operation. I hope you can see by this article that there is so much to see and so much to learn at each and every Clean Show.

It truly should be considered a cannot miss event. ALN

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

Kris Boesch, CEO and founder of Choose People, a company dedicated to helping change company cultures so employees feel good about going to work, talks about creating a positive workplace culture.

Distributors provide essential equipment to laundry/linen services, but there is more to the equation. Find out more from guest Craig Dakauskas, president of CLEC.

Explore how a laundry can operate at a better level of energy efficiency with guest Seth Willer, national sales manager for Girbau Industrial.

Ed Hawkins (standing) and Ed Terrell from Avendra talk group purchasing organizations (GPOs) during TRSA’s Hospitality Conference.

(From left) Eric Goldberg, PureStar Linen, Terry Satchwell, Brady Linen Services, and Cory Acton, Magic Laundry Services, discuss the case for outsourcing laundry services.

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In Memoriam: Jack Reiff, WET-TECH

WORCESTER, Mass. — Jack Reiff, the founder and owner of WET-TECH, which provides ozone systems for laundry operations, died Jan. 23.

He was 85.

Reiff volunteered for military service during the Korean War, joining the U.S. Coast Guard. After serving, he worked at Fairchild Aircraft and Grumman Aircraft and then Brookhaven Laboratories.

Reiff’s association with the laundry/linen services industry began when he opened his own laundry and dry-cleaning business, Cavalier Cleaners on Long Island.

In 1974, he changed career tracks, shifting to business administration with a bachelor’s degree in management from Worcester State University. Reiff was a regional sales manager for a chemical company before starting WET-TECH.

Throughout his life, Reiff was active in his local Temple and took part in many community services. When not working or volunteering, he enjoyed travel and skiing.

Reiff leaves behind many family members, including a brother David (Linda) Reiff; children Evan Shepherd Reiff and wife Devatara Holman, Amy (Reiff) Vogler and her husband Bill, and Debra Reiff. He also leaves behind several grandchildren and many nieces and nephews.

Also surviving Reiff is Sheila Tarlin, his partner of three years. He was preceded in death by his wife Phyllis, his brother Paul and sister Roslyn.

Memorial contributions may be made to: Temple Emanuel Sinai Brotherhood Scholarship Fund, the Jewish War Veterans Post #32, or a charity of choice.

worked close with CLM on many innovations that not only help Prudential, but helps the industry overall,” shares Leonard McAllister, Prudential’s senior director of engineering and production. “I like the fact that they listen.”

CLM says the five-year contract with Prudential includes special pricing and warranty for the company’s standard industrial dryers, along with specialty dryers used in cleanroom environments.

Electrolux Professional to become stand-alone public company

CHARLOTTE, N.C. — Electrolux Professional, the professional laundry and professional kitchen equipment division of Electrolux, reports it has begun the process to become a stand-alone public company in 2020.

The Electrolux board of directors has initiated work intending to propose that a shareholders meeting decides to split the AB Electrolux group into two listed companies: “Electrolux” for household appliances and “Electrolux Professional” for professional appliances, and to distribute Electrolux Professional to AB Electrolux shareholders in 2020.

The board believes such a split has the potential “to create substantial shareholder value over time, given that the two businesses have different end markets, customers and success drivers.”

Electrolux Professional provides food service, beverage and laundry solutions to a wide range of customers, from restaurants and hotels to healthcare and other service facilities.

“Electrolux Professional is the only supplier in the professional appliances space with a full and integrated offer of solutions under one brand,” says Staffan Bohman, board chairman of AB Electrolux. “As such, it has significant potential for long-term value creation as an agile stand-alone company, which can pursue growth through market consolidation and innovation.”

“Consistent with our announced strategy to catalyze consolidation of the professional laundry industry in North America and worldwide, Electrolux Professional as a public company will have a traded stock to fund acquisitions,” says Neal Milch, executive chairman of Laundrylux. “The public listing of Professional in 2020 is consistent with Laundrylux’s liquidity pathway and our strategic cooperation.”

“Electrolux Professional is a world leader in two distinct platforms, commercial laundry and kitchen equipment, with world-class manufacturing, R&D, distribution, and brands,” adds Laundrylux CEO John Sabino. “Combined with Laundrylux’s North American market strength, Laundrylux Financial Services, and our own R&D capabilities, the stage is set for accelerating global growth.”

NorthStar Mat Service awards Braun Supplier of the Year for 4th year

SYRACUSE, N.Y. — G. A. Braun reports it was recently awarded NorthStar Mat Service’s 2018 Supplier of the Year.

This is the fourth year in a row Braun has received this award from the Southeast Michigan floor care service provider, the company says.

“Thank you for your consistency in the quality of your equipment,” says John Sloan, general manager of NorthStar Mat Service. “As the recipient of the 2018 Supplier of the Year Award, we celebrate your company’s commitment to excellence and customer satisfaction.

LOS ANGELES — Prudential Overall Supply has approved a long-term partnership with Consolidated Laundry Machinery (CLM) that includes the purchase of CLM’s latest dryer technology for its many industrial plants and growing cleanroom services division.

CLM says its numerous long-term customer relationships help the company stay grounded in short-term customer benefits in the areas of safety, efficiency, productivity and profit.

“When a customer like Prudential Overall Supply makes a substantial commitment such as this, we can give the highest level of after-sales support,” says Gabriel Camacho, CLM president. “And by closely tracking real-world use of our machines, we can figure out how to make them work even better.

“Staying close, getting real-time feedback and applying real-world solutions will keep both of us healthy in the long run.”

Since 1932, Prudential Overall Supply has established a reputation as a leader in state-of-theart industrial laundering and cleanroom garment processing. According to CLM, the companies’ close, mutually beneficial relationship has led to many new CLM dryer design features that improve performance, safety, and ease of operation and maintenance.

“Prudential has for many years

New York-based Laundrylux is the sole distributor of Electrolux Professional laundry products in North America.

April

9 TRSA

3rd Annual Workforce Management Summit Dallas, Texas

Info: 703-519-0029

10 TRSA

8th Annual Safety Summit Dallas, Texas Info: 703-519-0029

11-12 TRSA

Production Summit & Plant Tours Dallas, Texas Info: 703-519-0029

16-18 JENSEN Spring Service Seminar –

“We are proud of the relationship we have built together, and we look forward to the many years to come.” ALN

Batch Washing Systems

Panama City, Fla.

Info: 850-248-4129

18 Association for Linen Management Webinar: The Workplace Vibe Richmond, Ky. Info: 859-624-0177

29- Milnor

May 3 Spring Service Seminar: CBW Kenner, La. Info: 504-712-7716

May

23 Association for Linen Management Webinar: Minimizing Cyber

Risks Richmond, Ky. Info: 859-624-0177

23 MTSA Wrigley Field Event Chicago, Ill. Info: 888-672-6872

June

20-23 The Clean Show World Educational Conference for Laundering and Drycleaning New Orleans, La. Info: 404-876-1988

Prudential Overall Supply chooses CLM for long-term partnership

Reiff

Camacho

McAllister

(Photo: G.A. Braun)

Ergonomic mitts for precision dusting.

Wall washing system with trowel and matching pole for elevated reach.