BY MATT POE, EDITOR
The American Society of Quality (ASQ) defines benchmarking as the process of measuring products, services and processes against those of organizations known to be leaders in one or more aspects of their operations.
“Understanding how to find, analyze and apply this data can be a game-changer for improving your operation’s processes and efficiencies,” says W. Kirby Wagg, a senior business adviser with Performance Matters out of Sarasota, Florida, who
spent 45 years at Wagg’s Linen & Uniform and is a member of the American Laundry News Panel of Experts.
Using benchmarking data to evaluate a laundry against similar operations in the industry is a worthwhile process; however, locating the information can be difficult.
“Industry benchmarking data is often limited, but several associations offer studies based on member-provided data, some of which are available for purchase,” says Sarah Brobeck, president and CEO of the Association for Linen Management (ALM).
“Industry-specific benchmarking allows laundries to identify opportunities for improvement and competitive advantages; however, significant challenges exist in collecting comprehensive and comparable data. These challenges include laundries’ reluctance to share sensitive information and inconsistencies in data collection methods.
“Additionally, the time required for laundries to gather the necessary data often results in limited participation. While everyone seeks the information, few are willing to contribute the data needed to support the survey.
“For years, ALM members requested a comprehensive benchmarking survey with the ability to filter data for meaningful comparisons. In 2019, ALM dedicated time and resources to create such a survey. Despite our best efforts, the challenges proved too great to overcome cost-effectively, and this year we made the difficult decision to retire the survey.”
Ken Koepper, director of member and industry relations for TRSA shares that the association published two benchmarking studies in 2024: the Industry Performance Report (IPR) and the Plant Employee Compensation Report
Industrial laundry insiders share their expertise and strategies for this important process activity
TRSA members who participated in the surveys that generated these reports received a free copy. Non-participating members get them at a discounted price and nonmembers pay full price.
“Most data that linen, uniform and facility services operators provide for the IPR comes directly from their companies’ income statements and balance sheets,” says Koepper. “These documents automatically answer most of the survey questionnaire.
“Respondents also provide indicators of company size (numbers of locations, routes, customers), market mix (F&B, healthcare, hotel, industrial), workforce size and capital expenditures.”
Other data provided includes:
• Total sales.
• Rental sales and pounds by market.
• COG/NOG sales for healthcare/hospitality.
• Direct sales.
• Sales/service of non-textile products.
• Other sales.
• Percent of sales growth from acquisitions.
Respondents’ data is treated confidentially by the Mackay Research Group. No one from TRSA or its staff can access individual company data, and it’s published in the IPR in a way that prevents identification of any specific company.
TRSA also periodically conducts:
• Industry Safety Report for members to share progress in reducing workplace illness and injury rates in plants and branches; plus comparison of key metrics with nonmembers (U.S. Bureau of Labor Statistics data). Demographics are linen or industrial
RIPON, Wis. — Commercial laundry equipment provider Alliance Laundry Systems reports that it has acquired distributor Alliance Laundry Equipment in Salt Lake City.
“Alliance has done an excellent job of representing our Speed Queen and UniMac brands with distinction,” says Craig Dakauskas, senior vice president, Americas Commercial, Alliance Laundry Systems.
Alliance will become part of the Alliance Laundry Systems Distribution West Region while maintaining its Salt Lake City office.
Founded in 1955, Alliance has provided its customers with a full-service approach that includes experienced in-house installers and service technicians with 150 years of combined experience.
Matthew Christensen (CEO and general manager) and Jeffrey Christensen (COO and CFO) lead the distributor, which has served laundromat owners and new investors, as well as managers of on-premises laundries (OPL) in a variety of facilities in Utah, Wyoming, Colorado and Idaho.
“Jeffrey and I are proud of our team’s dedication to serving customers at the highest level and are excited that that standard will continue after this sale to the global leader in commercial laundry equipment,” says Matthew.
WHITE SULPHUR SPRINGS, W.Va. — HandCraft Services, a provider of medical linen and apparel products, will be investing $59 million to open a new facility in Berkeley County, West Virginia, creating 220 new jobs, Gov. Jim Justice recently shared.
“The decision for HandCraft Services to invest in Berkeley County is a testament to the strength and potential of West Virginia as a hub for business and innovation in the healthcare industry,” Justice says.
“This investment will not only create hundreds of good-paying jobs but also strengthen our state’s reputation as a leader when it comes to the diversity of our economic development projects.
“I’m proud to welcome HandCraft Services to West Virginia and look forward to their continued success.”
The family-owned and -operated business plans to invest $59 million constructing two plants. Plant 1 is expected to open in 2025, and Plant 2 is slated to open in 2026.
“This project is a significant win for Berkeley County and the entire state of West Virginia,” says Mitch Carmichael, secretary of the West Virginia Department of Economic Development.
“Their commitment to creating high-quality jobs and investing in our communities demonstrates their confidence in our workforce and business environment.
“We are excited to support their growth and the positive impact they will have on our state.”
HandCraft Services, which has facilities in Virginia and North Carolina, was founded in 1970 by John A. Nichols and has grown to serve Virginia and
(Image: West Virginia Department of Commerce)
West Virginia, North and South Carolina, Tennessee, Delaware, and Maryland.
The company’s high-tech systems and environmentally conscious practices set the pace for the healthcare laundry industry, managing more than 110 million pounds of linen annually for 143 hospitals and
more than 2,500 non-acute medical practices.
With more than 550 employees and 290,000 square feet of highly efficient plants, HandCraft Services is committed to providing superior customer service and maintaining the highest standards of quality and safety.
IRVINE, Calif. — Prudential
Overall Supply reports it has earned TRSA’s Clean Green certification for the fifth time.
This extends the company’s status as the largest linen, uniform and facility services operation to receive the designation, awarded for exemplary company-wide performance in conserving resources and controlling discharges.
“At the core of our company’s values lies a deep appreciation for the environment,” says John Clark, CEO of Prudential Overall Supply.
“Prudential is actively working to reduce carbon emissions and promote eco-friendly practices as demonstrated through projects that include integration of renewable energy sources, waste management programs, and recycling policies to help us work towards a more sustainable future. The Clean Green certification helps reinforce these efforts.”
has remained the organization with the most locations with the designation ever since.
In 2019, Prudential received TRSA’s Clean Green Innovation Award, honoring leadership in the industry in reducing environmental impact, aligned with adherence to best management practices (BMPs) detailed in the Clean Green standard.
The company was the first industrial laundry chain to become Clean Green certified in 2012 and
Throughout the early 2000s, as the industry developed benchmarks for measuring such efforts,
Prudential proved its above-average capabilities in minimizing a laundry’s carbon footprint.
Clean Green certification BMPs comprise the environmental standard for laundries of ASTM International.
That organization is renowned for 120 years involving top technical experts, scientists and environmental professionals in developing and delivering voluntary consensus standards unparalleled in building customer confidence in product and service quality.
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After nearly a decade with American Laundry News, you all still impress me.
Why? Because there’s a quality in almost every industrial and OPL laundry operator I communicate with.
You’re always working to be better at your craft.
Whether it’s processing or efficiency, business or customer service, you’re on a quest to improve daily.
This issue of American Laundry News is for you with three articles all about improving your laundry operation.
You likely noticed the cover story on benchmarking. Maybe you want to see how your operation stacks up against those of similar size and processing similar goods. Or maybe you want to find out how your busi-
ness stacks up against the overall industry. Or maybe you want to compare your operation today against last year.
I communicated with associations, consultants and operators to help you find and use benchmarking data.
Sometimes a laundry needs to get “back to basics” to up its game. Turn to page 10 and see how your equipment settings might be holding you back—and how to adjust them for improvement.
Finally, our Panel of Experts answers a question about improving flagging wash-aisle quality on page 12.
I hope you find at least one item in these articles, and all of the other content in the issue, to help you keep it clean.
MILWAUKEE — Uniform, product and service provider Cintas Corp. reports that the Occupational Safety and Health Administration (OSHA) formally honored its rental location here as a VPP Star-certified location during a ceremony at the facility.
OSHA created the VPP (Voluntary Protection Programs) Star program to recognize standout worksites with comprehensive, successful safety and health management systems.
Companies that have earned a VPP Star designation have achieved injury and illness rates at or below the national average of their respective industries and established strong workplace hazard control programs.
During the presentation, Cori Boyle, the Milwaukee location’s general manager, accepted the honors on behalf of the team.
“It is an honor to achieve the VPP Star Certification at our Cintas location in Milwaukee,” she says.
“The key to our safety success has been the engagement from every employee-partner at our location. They truly care about one another and our customers. To every employee-partner, safety is non-negotiable.”
OSHA established VPP Star to promote effective and cooperative worksite safety and health in both private industry and government worksites.
Achieving VPP Star certification is rigorous. Businesses must demonstrate that management and employees work cooperatively—and proactively—to prevent workplace accidents by implementing a comprehensive safety and health management system and maintaining injury and illness rates below national
Bureau of Labor Statistics (BLS) averages for their respective industries.
This program is OSHA’s official recognition of the outstanding efforts of employers and employees who have achieved exemplary occupational safety and health. To remain in the program, participants must be re-evaluated every three to five years.
Cintas says its commitment to OSHA’s VPP Star program has set a new standard for U.S. companies.
As of August 2024, 130 Cintas facilities in the United States are VPP Star certified, a total that exceeds that of every other American company.
“An important requirement for earning this distinction is that all our employee-partners —management and front-line employee-partners—work together toward the common goal of eliminating workplace injuries and illnesses,” says Stephen Jenkins, Cintas vice president of health and safety.
“We’re incredibly proud of our employee-partners’ dedication to working collaboratively to maintain safe and healthy worksites throughout our company.”
Our company has enjoyed a couple of good years, which has allowed us to upgrade several pieces of equipment.
I must admit that if we had realized how much better the current crop of laundry folding equipment has improved, we would have looked a lot harder at them several years ago.
It seems like we considered all smallpiece folders to be the same.
The only issue you would have encountered was losing your controls. An entire industry was built about taking old folders and upgrading the controls. We also went down this road on a few folders in the past.
Don’t get me wrong, if you have a folder that checks all your boxes for what want from it, there are good companies out there that can upgrade your controller.
The basic design for years was simple. An item blocks a photocell or whisker switch as it enters the machine and starts a timer. The timer knows when to make the first fold.
Since the speed of the folder is always constant and you don’t move where the fold point is located, there wasn’t much to it. You could literally build your own control if you had the time.
If you run the same size towels all the time this system works well, but we all want to run more than just towels on our folders. Gowns and scrubs need a little more sophistication than just making an air blast after a set delay time.
We all tried running different items, but when you figure in all the jams, I’m not sure it was faster. Admittedly this turned us off on looking at many new folders.
I can assure you the manufacturers have upped their game, and there is a clear difference between the modern folders and those of 20 years ago.
While I have my favorite vendors, there are quite a few vendors that produce good-quality machines.
Below are a few features you can expect from a new folder: Lateral fold. In the past, folders would just give one solid air blast on both sides to produce this fold. The downfall was that too much air would create jams, and too little air would not create the fold.
Now they give multiple small air blasts that can fold over the linen without blowing it hard enough to overshoot the fold. This allows for far fewer jams and crisper folds.
Photocells placed to see strings on gowns and scrubs. When properly set up, these greatly reduce the chances of linen getting wrapped around rolls.
We all know jams destroy belts and frustrate the operators. Reducing the chances of linen wrapping around rolls lowers the operating cost of the machine since you will have fewer repairs.
Automatic sorting of items. This has been great for us. However, I do want to caution you that there needs to be a fairly large difference in sizes.
You may have three or four different sizes of gowns or towels, but if they are within 1 to 2 inches of length, don’t expect the machine to distinguish between them, unless you are using RFID chips.
RIFD (radio-frequency identification) chips are another feature of newer machines. You can program machines to read the chips and sort by size or scrub tops versus scrub pants. The operator doesn’t have to presort before they run the items.
The bottom line is don’t settle for your folder not performing exactly how you want it to.
Your current machine may not be capable of giving you the results you want. However, there is most likely a machine out there that will.
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Continued from Page 1
and number of employees in plant or branch. This report is available only to participating members.
•Sustainability Report facilitates information-sharing on water and energy use by production volume, energy conservation and sustainable business practices from the TRSA Clean Green standard.
Cliff Beiser, principle of Champions Touch, a consulting service in Kissimmee, Florida, has researched several methods for finding laundry industry benchmarking data.
Besides benchmarking data available from associations, he has also purchased useful data from Fortune Business Insights, Statista, D&B Hoovers and Research Gate.
“I travel quite a bit for work auditing cleaning which gives me an opportunity to view and talk about hospitality laundry with the managers and employees,” Beiser shares.
“In addition, working for laundromat owners and expanding their commercial footprint opened the ability to talk to laundromat owners and observe their operations to obtain benchmarks.
“A third avenue to obtain benchmarking data and, in my opinion, one of the best is to use the manufacturer websites. Each manufacturer has a website full of manuals describing their machines and when you contact them directly, they have been generous in sharing what benchmarks (peak efficiency formula) their equipment can perform.
“A fourth source is to use search engines with terms such as ‘benchmarking industrial’ or ‘commercial laundry.’ I added specific terms such as hotel, laundromat, etc., for more specific results.”
Other resources Beiser has found include:
•Some consultants have benchmarking data for purchase or sharing if you are a client.
•Ken Tyler publishes “Benchmarking Cost Textile Care Operations” frequently which will give you a range to work with and is free.
•Laundry Blogs have also served as an abundant source of benchmarking data for industrial, laundromat and hospitality laundry.
•Create your own, as I have always timed myself and/or other key people in each station of the laundry based on my current equipment to find my baseline after determining my peak efficiency and adjust based on abilities of personnel, equipment age/ breakdowns, flow of incoming linen and par stocks of available linen and terry.
“In conclusion, it is extremely important to remember that every laundry is different so all benchmarks should be viewed as rough guides and not an absolute answer,” Beiser points out.
Wagg agrees locating reliable industry benchmark data is the first step and offers the following recommendations:
1.Industry Associations.
2.Consulting Firms: Specialized consultants who understand the textile rental industry can provide tailored benchmarking reports, as they offer deep dives into industry-specific metrics.
3.Internal Data: Your own operation’s
historical data can serve as a powerful benchmark. By tracking key performance indicators (KPIs) over time, you can compare your performance against industry standards or your past performance.
4.Trade Publications and Research Reports: Regularly subscribing and reviewing trade publications can also yield useful benchmarking data. These sources often include case studies, performance metrics and trends that can be applied to your operations.
Michael Dodge, continuous improvement manager for CITY Healthcare in Minnesota, adds that cost groups usually have this data, along with consultants.
“Our chemical suppliers and vendors also can provide us benchmark data,” he says.
According to Beiser, the most important component to data analysis is to thoroughly understand the basic data that is being produced. It is both science and art due to endless varieties of laundries throughout the world.
“You do not have to know how to do the math, but knowing the math means nothing if you do not understand the inner workings of running a laundry,” he shares. “If someone cannot explain what they are doing, remain skeptical until they can.
“If you are a fantasy sports enthusiast or maybe trade stocks, the process that is used by the professionals to analyze and attempt to predict the future results of a player or stock are quite like the methods used to improve laundry pounds per operator hour (PPOH) as well as chemical usage and preventive and predictive maintenance to your equipment.
“When there are many different brands of equipment, and the flow is disjointed the analysis should be completed in segments and then combined for improvement of both quality and productivity.”
More and more equipment manufacturers are including data analysis tools with their equipment in both industrial and laundromat areas, says Beiser.
“Third-party software companies are growing in number and artificial intelligence and machine learning (AI/ML) are being used by these companies and inhouse laundries.
“There are other terms to become familiar with such as Linear Regression, K Means Clustering, IOT + AI/ML, RFID tracking, Just in Time and Lean. These are and will have far-reaching applications to both extend the reach of a laundries revenue and understand the costs and even predict the maintenance and staffing issues that will likely occur.”
Beiser points out that internationally, where there is a greater prevalence of off-site laundry cleaning, automated sorting tools are being developed, used and improved to reduce rewashing and sending defective laundry back to the customer. The software itself tracks and provides analysis of all stations of a laundry operation.
“As a specific example, consider that you manage a 5 million pound per year operation and your average wage is $20 per hour including benefits,” he posits.
“If you improve 10 PPOH, you will save $90,000 in labor for the year.”
As mentioned, more manufacturers and third-party software companies are build-
ing this capability into their products.
There are subscription-based data analysis tools and Excel can be used effectively, and they have a Power BI program, which is excellent, and Beiser says he has used Tableau for many of his analysis and predictive projects.
“My favorite quote for forecasting and data analysis is, ‘Know the data going into the analysis so well that the answer seems obvious,’” he shares.
Koepper says that most respondents to the IPR survey find the best indicators for improvement by comparing income statements to those of the most profitable companies in the report.
They benefit from benchmarking with all respondents as well as those similar to their operations in:
•Market mix (primarily F&B, healthcare or industrial, or a balance of all three).
•Number of locations (plants, depots).
•Total sales volume.
“Income statement line-item comparisons prompt executives to consider if their companies’ spending is generating an industry-leading or -lagging return,” shares Koepper.
“Regarding balance sheets, the IPR calculates financial ratios and return-oninvestment paths for facilitating additional comparisons to assess business health. Key examples: profit margin, asset turnover and financial leverage, which drive return on assets and return on net worth.”
For linen and uniform service companies, Koepper says the IPR helps prevent business from becoming a maze with no recognizable end.
“Operators want increased sales, profitability and return on investment,” he points out. “Without a realistic idea of what to achieve, they might get lost in the maze. Drawing conclusions from the IPR helps quantify goals and identify guideposts to reach them.”
Wagg’s recommendations for analyzing and better understanding data include:
1.Identify Key Metrics: Focus on the KPIs most relevant to your operation, such as labor cost per pound, pounds per operator hour (PPOH), energy consumption, or turnaround time. Merchandise costs are a good indicator of a well-run operation.
Understanding which metrics impact your bottom line will help narrow your focus.
2.Compare Against Industry Standards: Use the data to see how your operation stacks up against industry averages. Reach out to your friends in our great industry: they will be extremely helpful. Are you lagging in certain areas, or are you outperforming in others? This comparison helps you identify strengths and weaknesses.
3.Trend Analysis: Look at how your operation’s metrics have evolved over time; the historical perspective is critical for planning for the future. Are there patterns or trends that can indicate areas for improvement or highlight successful strategies?
4.Break Down the Data: Analyze the data by different segments of your operation, such as by department, shift or type of service. This granular analysis can reveal inefficiencies or opportunities for improvement that might not be apparent when looking at the operation.
“Start slow and make sure you understand the factors involved in the metric you are benchmarking against,” Dodge says. “For example, the major benchmark is PPOH. Ensure the pounds you are using for this benchmark are accurate and consistent with what you are benchmarking against.
“Is there a scale establishing this weight? Are you using soil or clean pounds? Are the hours we are comparing against our benchmark the same? Do we include management, janitorial, or anybody not touching our processed products? When I see a high PPOH, I like to look into all of the data going into this calculation.”
How can I make use of the data to improve my operations processes and efficiencies?
Beiser answers, “First, you must know the peak efficiency of your laundry—how much can be produced per hour if all the machines are working and well-trained operators are placed at each station to pro-
Messe Frankfurt says trade show will allow industry professionals chance to explore European textile services circular system pros, cons
The professional rental service for linen and workwear is a textbook example of a circular, sustainable business model, which uses hard-wearing textiles instead of lowerquality or disposable products (reduce), optimizes their useful life through professional care/repairs (reuse) and develops solutions to re-purpose them after they have reached the end of their useful life (recycle).
Messe Frankfurt, organizers of Texcare International here, Nov. 6-9, says that with its “Green Deal,” the European Commission has, among other things, initiated the transformation of the garment-manufacturing industry from a business model of shortlived consumption to a more sustainable, circular system.
By 2030, fast fashion will be replaced increasingly by textile products that have a longer life cycle and thus contribute to reducing environmental pollution. To achieve this goal, textiles must be more durable, reusable, repairable, fiber-to-fiber recyclable and have a greater proportion of recycled fibers.
For the textile-service sector, the circularity requirements defined in Brussels have long been standard practice because hiring out professional workwear and protective clothing, as well as hotel and hospital linen, mop covers and other items, requires precisely these characteristics, i.e., the fabrics must be durable, washable—and therefore reusable—and easy to repair.
Thanks to these qualities, rental linen can remain in the service cycle for a long time and has thus become established as a sustainable alternative to outright purchasing.
Textile-rental services offer a variety of systems tailored to the needs of different groups of customers.
Workwear and protective clothing are stocked by textile-service laundries in a wide range of sizes so each customer’s employees can be supplied with a suitable outfit. This is then labeled and made available
to the individual wearer. If the employee leaves the customer’s employ, the garments are taken back and—provided they are in good condition—reused as replacement clothing.
In the case of workwear in the healthcare sector, as well as bed linen, table linen, and toweling, a pool solution is more common. A laundry pool comprises similar textiles that are supplied without being assigned to a specific customer or wearer, which significantly reduces the quantity of textiles used.
Local textile cleaning is another major area of commercial textile care that also helps extend the life of textiles with a wide range of goods being professionally processed on behalf of private and commercial customers by such businesses.
High-quality outerwear and underwear, premium home textiles, delicate down jackets or heavily soiled workwear are all restored to a clean, fresh and usable condition.
And if stains prove particularly stubborn even after cleaning, a specialist company can re-color the goods, thus ensuring they can be reused.
Besides the two main requirements of “reuse” and “repair,” the sector is also working hard on the recycling of old textiles, as called for by the EU textile strategy.
Several workwear manufacturers have developed their own returns models, whereby customers can hand back their old workwear when buying new items. The old workwear is then reused or recycled by partner organizations.
Large companies, including Deutsche Telekom and Ikea, have also introduced a centralized returns and recycling system for discarded workwear. The furniture giant has even created its own home textiles line using old workwear.
However, the easiest way to implement a system of this kind is to use a rental service, as the goods are always returned to the specialist company and sorted there. In other words, the used laundry is collected in one place after washing, where it forms a large volume of similar discarded textiles, which greatly simplifies both the collection logistics and the recycling process.
These favorable conditions have already led to the establishment of an initial initiative in which several textile service companies pool their waste hotel linen and channel it into industrial cotton-to-pulp recycling.
Whether individual or joint initiatives, this is a testament to the industry’s commitment to the development of solutions for “waste materials.”
Solutions for rejected textiles are more varied than simply recycling them. For example, Sweden’s Fristads company offers a repair service for its workwear.
The British department store chain John Lewis goes one step further. In a field trial, customers can hand in their garments to selected stores for cleaning and repair.
The garments are processed by Johnsons, a laundry and dry-cleaning chain belonging to the Timpson Group.
Designers have also recognized second-
life opportunities for discarded workwear and contract textiles. For example, they apply elaborate decorations to items from their collections or take them apart and reassemble them. The creatively enhanced goods are then returned to the market as designer items.
There are also recycling solutions for large contract textiles, which are converted into bags or cosmetic accessories or, after a colorchanging process, into small batches of aprons. However, the effect of such concepts on reducing textile waste is as small as their diversity. Only the established second-hand model can return larger quantities to the economic cycle.
While the textile-care industry is unanimous in its support for the requirements of the EU textile strategy and is contributing solutions, it disagrees about increasing the proportion of recycled fibers in its products.
Although there are already numerous workwear collections and hotel-linen ranges that meet the requirements from Brussels, some of the products do not, however, meet the durability requirements because the fiber quality deteriorates with each recycling stage.
Therefore, many contract textile manufacturers still rely exclusively on virgin, brand-new fiber materials to ensure durability in industrial laundering.
Messe Frankfurt says Texcare International will offer industry professionals the perfect setting to discuss this conflict of objectives in depth.
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BY MATT POE, EDITOR
It’s a simple concept.
When industrial laundry equipment is on the right settings, goods are more likely to be processed efficiently and with the expected quality.
It’s also easy to get lost in the busyness of the operation and overlook monitoring those settings.
American Laundry News communicated with five laundry operators about getting “back to the basics” with equipment settings.
Overall, share the importance for operators to be checking equipment settings.
Nick Fertig, Director of Central Laundry, Rosen Hotels and Resorts: It’s an extremely important function for laundry leadership.
In a perfect world, this is part of a laundry director’s day-to-day activities. However, as we get pulled in a million different directions, it becomes a function performed as frequently as possible.
That is why it is so important to instill a culture of quality in the rest of the team. They must be your eyes and ears on the floor when you are not present, and they have to be developed with the necessary skills to address concerns as they occur.
Rocco Romeo, CEO, HLS Linen Services: It is very important that operators check equipment and ensure that original settings for equipment are maintained and monitored for any changes. This will ensure proper processing and production in accordance with manufacturer specifications and plant process control.
It is imperative that there are checklists for the operator to complete to ensure the settings are correct and to document any changes or variances so that corrective action can be taken.
Jeremy Sanders, Production Manager, Huebsch Services: It is vital for the operator to understand the equipment they work with to ensure a safe and effective production day. Checking the equipment for the right settings is pivotal to make sure the product is processed efficiently and effectively to
maximize the quality with the least amount of cost.
What equipment needs the most oversight? Why?
FERTIG: In my opinion, it is the ironers. There are so many sensors, settings and deteriorating parts that come into play.
These pieces of equipment run nonstop from shift start to shift completion and are true workhorses. They are extremely sensitive and require frequent fine-tuning as their environment changes.
One week, sheets could be folded perfectly and then suddenly everything seems off. What changed? Condition of the pad? Condition of belts? Air pressure? A sensor knocked slightly out of place?
All these factors, if not immediately correctable by your maintenance team, will require you to adjust your settings.
A pad that has started to thin out or a belt that has become a little more slick, both of which don’t require a full replacement, means you and your team will adjust speeds, temps, etc., to maintain the quality standards of your operation.
Joe Liparulo, General Manager, Bates Troy Healthcare Linen Services: All equipment is important to monitor.
Speed of the irons in relation to speed of the feeders and the crossfolder. Loads per hour out of the tunnel dryers will always dictate the transfers per hour out of the tunnel washers. Loss pieces fed to out the stackers on the irons. I could go on, but all equipment is important to monitor—and each hour at that.
ROMEO: Dryers and ironers in my view need the most oversight.
Dryers need to run efficiently to ensure proper drying at recommended times and to control utility costs.
Ironers require ongoing cleaning, belt replacement, pad replacement and ribbon replacement to meet quality requirements and production requirements and to ensure production efficiency of equipment is optimized.
SANDERS: For our operation, we find
that our dryers need to have the most oversight. We need to ensure that our garments are conditioned correctly so they enter our steam tunnel with the appropriate moisture content.
We also need to make sure that our dryers completely dry our toweling, mops and other products that need to be fully dried. To make sure these results stay consistent, we must monitor the settings on a regular basis.
What equipment stays more consistent over time? Why?
FERTIG: For me it is washers.
Both conventional and tunnel washers have minimal settings that need to be looked at. These are more “set it and forget it” pieces of equipment that require only preventative maintenance to ensure operational status.
Even a press fits into this category. Perform preventative maintenance (PMs), watch a few loads through the unit to ensure it is hitting its marks and you are good to go.
About the only thing that will ever change in these units could be the chemistry and that is handled by your chemical vendor and based on personal feedback you provide regarding staining and quality issues.
LIPARULO: Only the equipment that is monitored hourly. PMs are a huge part on all equipment.
ROMEO: All equipment needs preventative maintenance to stay consistent over time.
SANDERS: Within our operation, we find that our floor mat roller is the most consistent piece of equipment. It may sound simplistic, but for our smaller operation, we need to roll several thousand floor mats per operating day to meet the demand. We also specialize in non-standard rental floor mats, so our rolling machine is utilized to the max for both rolling and scanning of the RFID (radio-frequency identification) chip.
Are manufacturers and dealers involved? Why or why not?
FERTIG: Sometimes yes, sometimes no. The majority of the time, it is clear what the root cause is that results in the adjustment of operational settings. In those cases,
my team and I have handled situations like this many times before, and it is a normal day on the job.
Other times, you can come in the morning after a great shift and all of a sudden, a piece of equipment that worked flawlessly the day before is an absolute mess.
Usually in these scenarios, the vendor is brought into the process after our attempts are unsuccessful, and nine times out of 10, it’s a much deeper mechanical issue that is not easily identifiable.
LIPARULO: Only if there is an issue with a piece of equipment that can’t be repaired. In some cases, the dealer has to be involved with parts availability.
ROMEO: Manufacturers and dealers are important in providing information on preventative maintenance schedules and other guidance to ensure equipment is running smoothly and meeting the needs of the plant.
This includes regular on-site visits to ensure equipment is being properly maintained and to address any issues that your maintenance department has not been able to resolve.
This will lead to additional training of your maintenance staff on the equipment as well.
SANDERS: We do utilize the manufacturers from time to time, especially when programming is an issue.
One of the main reasons we decide to buy a piece of machinery is based on the partnership we create with the manufacturer. We need to know that if the machine is not working according to specs, we will receive support to reduce our downtime. They are also the best source when it comes to identifying the most optimal settings to use for certain applications.
What’s your operation’s process for ensuring your equipment is set properly and hitting the quality marks?
FERTIG: Two things. First, constantly being on the floor reviewing products. We watch it on every piece of equipment from start to finish every single day. We randomly sample and use the feedback from our associates handling it.
Second, we get candid feedback from the
properties that we serve. Is it hitting their expectations and are they happy with our services?
LIPARULO: PMs and hourly tracking of key indicators such as hourly productivity and presentation of product, which means is the linen coming out of each machine looking as good as it gets before it is placed into the cart going to the customer.
ROMEO: Preventative maintenance is a very important part of the process of ensuring equipment is set properly and hitting quality marks.
Each operator knows when equipment is not set properly, and it is imperative that the communication chain be set up to encourage reporting of any issues along with timely resolution of the issue so that the equipment continues to hit quality marks.
Regular recording of key performance indicators on equipment will also ensure that equipment is being properly maintained along with corrective actions (e.g., ironer bed temperature, pH, etc.).
Rewash rates are also a good indicator of a potential problem with equipment. The importance of chemistry cannot be underestimated.
SANDERS: Each day our operators perform their 5S Lean Workplace checklist. During this process, they set the parameters for quality checks throughout the day.
We’ve also implemented job tasks for operators that specifically monitor settings to make sure the equipment is meeting expectations. If not, we inform our maintenance team to review during their scheduled preventative maintenance.
Steve Scrooby, Chief Engineer, Bates Troy Healthcare Linen Services: Every shift, I personally like to walk through our plant every couple of hours and observe our product coming out of each machine.
I like to monitor them and make any fold or speed adjustments as needed, and to be able to identify any issues with each piece that our staff may address to make improvements on our quality or throughput.
This also gives me the opportunity to check in with the operators to see how the equipment is running. They are our first line
of defense in identifying issues before they have gone on for any length of time.
Please share any other thoughts about laundry equipment settings.
FERTIG: This is not something that is ever really taught, trained, or highlighted, but it is an absolutely essential skill.
Most of what I have learned has been through trial and error. A lot of folks coming into the industry think I just bought this shiny, new equipment and it is going to run perfectly for a very long time. This leads to a lot of frustration and misunderstanding.
A simple change of the seasons from warm weather to cold means your dryers and irons will be running drastically different and require a ton of TLC to get back in line.
Without this knowledge and experience, operators are left in the dark banging their heads against the wall and pointing the finger at what they perceive as faulty equipment.
I wish this was a topic vendors could be more honest about and speak more openly about, but I understand why they don’t. It can be overwhelming, and if one vendor is upfront about the constant need to observe and fine-tune equipment while another sells it as set it and forget it, who would you choose to buy from?
It is an unfortunate reality that you are forced to face in time. The sooner you accept this and choose to develop the necessary expertise, the better off your operation will be.
LIPARULO: Whether you have an ultramodern plant with the newest equipment or an older plant with older equipment, the key indicators remain the same.
Proper settings of speed, doing PMs regularly and hourly tracking of productivity will always dictate those companies that are as successful as they can be and those companies that miss the mark way too often.
SANDERS: As we continue to grow the laundry business with equipment that is either fully automatic or semi-automatic, we must remember that machines will do only what we program them to do.
Therefore, we need to continue to inspect what we expect—especially from our equipment.
In the industrial laundry industry, achieving the best cleaning performance depends not only on advanced technology and machinery but also on paying close attention to various fundamental factors.
It’s crucial to check all the basics thoroughly. Often, issues in wash floors are not caused by one major problem, but rather a combination of minor issues that add up and affect overall effectiveness.
Addressing these basics—such as accurately measuring weights, proper chemical injection, allowing sufficient stand time and ensuring skilled operators—can significantly improve results.
Accurate measurement of weights is crucial for effective industrial washing. Each wash cycle needs to be customized for the specific load it handles. If the wash floor is overloaded, it can lead to inadequate cleaning because the system may not have the capacity to clean the materials effectively.
On the other hand, underloading can result in inefficient use of resources. By
meticulously measuring and adhering to recommended load weights, one can ensure that the wash floor operates within its optimal parameters, enhancing both cleaning efficiency and operational cost-effectiveness.
Chemical injection is a crucial process that requires strict oversight. It is essential to carefully measure cleaning agents to achieve the desired cleanliness and sanitation standards.
An excessive or insufficient amount of chemicals can adversely affect the cleaning results and the equipment’s lifespan. Using too much chemical can lead to residue build-up and potential damage to your equipment and linen while using too little can result in inadequate cleaning.
Proper calibration and regular maintenance of the chemical injection system are vital to ensure consistent delivery of the correct amount of chemicals. A dependable chemical provider can be very helpful in this regard.
Stand time or the duration during which the cleaning agents and solutions are allowed to act before rinsing or further processing, is equally important. This often-overlooked factor can significantly impact the effectiveness of the wash cycle.
Chemicals need time to break down soils and contaminants, and insufficient stand time can result in subpar cleaning performance. Adhering to recommended stand times ensures that the chemicals
“I’ve noticed a dip in my wash aisle’s quality and efficiency. Can you suggest some steps to help improve this?”
efficiency and longevity of your plant.
Uniforms/Workwear
Manufacturing
Duane Houvener
Improving the quality and efficiency of your wash aisle can involve several steps, focusing on operational practices and equipment maintenance. Here are some suggestions:
Standard Operating Procedures
(SOPs): Ensure all staff follow SOPs accurately. Regularly review and update these procedures to ensure consistency.
Workflow Optimization: Evaluate the current workflow to identify bottlenecks or inefficiencies. Simple changes like rearranging equipment or tasks might improve operations.
Staff Training: Provide ongoing training to ensure all team members are wellversed in the latest techniques and safety protocols. Rely on your equipment partners for assistance here.
have adequate opportunity to perform their intended functions, thereby maximizing the overall cleaning effectiveness.
The skills of the wash floor operators are crucial in the cleaning process. Even with the best equipment and chemicals, the effectiveness of a wash floor depends on the operators’ proficiency and attention to detail.
Skilled operators understand the equipment’s nuances, recognize when adjustments are needed and can troubleshoot minor issues before they become major problems. Their expertise ensures that all operational parameters are met, and they can implement best practices to promptly address anomalies.
To maintain an efficient wash floor, it is crucial to manage its fundamental aspects carefully. Most wash floor problems often result from a combination of small issues rather than one obvious fault.
Thoroughly measuring weights, accurately managing chemical injection, allowing sufficient stand time, and ensuring that operators are well-trained and attentive can significantly enhance the cleaning process.
Although these elements may seem basic, they play a critical role in achieving the desired cleaning results and in maintaining the operational integrity of the wash floor. By paying attention to these details, you can not only ensure optimal cleaning performance but also contribute to the overall
Routine Checks: Establish a routine maintenance schedule for all equipment. Calibration: Regularly calibrate equipment to ensure it is working correctly, especially in areas like water temperature, chemical dosing and mechanical action.
Right Chemicals: Ensure you are using the correct type and amount of chemicals for the specific linen items. Overuse or underuse can lead to quality issues and inefficiencies.
Supplier Collaboration: Work with your textile, equipment and chemical suppliers to optimize formulas and ensure you are using the most effective and efficient products.
Water Quality Testing: Regularly test water quality to ensure it is not affecting wash results. Hard water, for example, will reduce the effectiveness of detergents.
Energy Audit: Conduct an energy audit to identify areas where you can reduce consumption. This could include optimizing wash temperatures, reducing cycle times or installing energy-efficient equipment.
Load Optimization: Ensure your machines are loaded to their optimal capacity to avoid under or overloading, which can waste energy, reduce wash quality and reduce linen life expectancy.
Data Tracking: If you haven’t already done so, implement a system to track key performance indicators (KPIs) such as turnaround time, rewash rates and PPOH.
Benchmarking: More important than comparing your operations against industry benchmarks is comparing your operations against your own history. Historical data vs. last week/month/year can indicate positive and negative trends and help you identify opportunities and issues.
As someone who’s been in the textile rental laundry industry for over 45 years, working at my company (Wagg’s Uniform in North Toronto) I’ve seen the wash aisle’s efficiency and quality fluctuate for various reasons.
If you’ve noticed a recent dip in these areas, it’s time to take a closer look at several critical factors: water softness, water temperature, mechanical action, wash times, chemicals and equipment functions.
Water quality is the foundation of any successful wash process. Hard water, which contains high levels of minerals like calcium and magnesium, can hinder the effectiveness of detergents and lead to fabric degradation over time. You must have “zero” hardness water for chemicals to work properly.
WATER TEMPERATURE: THE BALANCING ACT
Water temperature plays a crucial role in the effectiveness of the washing process. Regularly check your water heaters and
temperature settings to ensure that the correct temperatures are maintained for different wash cycles.
However, be mindful of energy costs and the potential for textile damage at excessively high temperatures.
MECHANICAL ACTION: THE UNSUNG
Mechanical action is the physical movement of textiles during the wash cycle, and it’s vital for loosening and removing soil from fabrics. Your chemical rep is your friend throughout this whole process. Regular maintenance of your washing machines, including drum alignment and bearing checks, can prevent mechanical issues that might impact this aspect of the wash process.
The length of the wash cycle directly
affects both the quality of the cleaning and the lifespan of the textiles. Too short a cycle may leave linens inadequately cleaned, while too long a cycle can cause unnecessary wear and tear.
Review your wash programs to ensure that each cycle time is optimized for the type of load being processed.
CHEMICALS: THE RIGHT BALANCE
The chemicals used in the wash process are as important as any other factor. Detergents, alkalis, bleaches and sour must be carefully selected and dosed to match the water quality, fabric type and soil level.
Overuse of chemicals can lead to fabric damage and increased costs, while underuse can result in poor cleaning performance. Regularly review your chemical usage with your supplier to ensure that you’re using the most effective products at
the right concentrations.
Lastly, the functionality of your equipment is fundamental to maintaining quality and efficiency.
Regular preventive maintenance is crucial to avoid unexpected downtime and ensure that your machines are operating at peak performance. This includes checking for wear and tear on belts, ensuring that seals are intact, and calibrating any sensors or controls.
Investing in new technology, such as automated dosing systems or energy-efficient machines, can also lead to significant improvements in both quality and cost savings over time.
CHICAGO — There’s something to be said for longevity.
When a business or partnership lasts for decades, it’s a positive sign for the business and the industry.
That’s true in the laundry and linen services industry.
This year, operators and vendors are celebrating decades of providing laundry services and the equipment and products needed to process goods.
The following are from companies that shared their milestones with American Laundry News
ENCOMPASS GROUP REACHES 25
Encompass Group LLC, a manufacturer and marketer of healthcare textiles and apparel, patient warming, and therapeutic support products for the healthcare industry our of McDonough, Georgia, reports it is celebrating its 25th anniversary.
“I’m so proud of what Encompass has brought to the marketplace over the last 25 years: revolutionary products like Thermoflect® and Nova®patient warming systems, and the Airisana Therapeutic Support Surface®, along with gamechanging textiles and hard-working apparel collections,” says John Wood, CEO of Encompass.
“The people we serve in the acute care, long-term care/senior care, retail health care apparel, hospitality industries, laun-
This year marks 130 years of business for commercial laundry equipment manufacturer Dexter Laundry, based in Fairfield, Iowa, helping people and companies worldwide process laundry faster and more efficiently.
Its journey began in tiny Dexter, Iowa, in 1894, the era of hand-powered wringer washers.
As wringer washers gained popularity, Dexter founder W.H. George realized he could improve the existing designs and capabilities. He wanted to provide customers with an affordable laundry solution that would withstand the test of time.
As the years passed, the Dexter business grew in size and prestige. When it outgrew its space in Dexter, George looked for a new location and new partners, and he found what he was looking for here in Fairfield.
Fairfield was a rural town with a growing population and an east-west and a north-south railroad for shipping and receiving goods and materials.
A group of businessmen saw the company’s potential and a purchase agreement was signed on Aug. 10, 1911. Ground was broken for a new plant, and Dexter moved to Fairfield in 1912.
As the company’s journey progressed through that century, it manufactured many types of laundry equipment.
Its wooden hand-powered wringer washers gave way to single and twin tub wringer washers made of zinc, copper
and porcelain. These washers featured a variety of power options, including belts, steam, gas and electricity.
Around mid-century, Dexter began manufacturing top-load and front-load laundry equipment for the home and commercial markets. These machines were the precursors to the home and commercial laundry equipment that are familiar today.
A couple of decades later, Dexter restructured its product offering and began focusing solely on commercial laundry products.
More than a century later, Dexter says it’s still proud to call Fairfield home. The employee-owned company designs, engineers, and manufactures all of its products from start to finish.
It offers a complete line of washers, dryers and management systems for laundromat owners and managers across the globe.
“With an emphasis on quality and a refusal to compromise, we have flourished and grown into a premier brand and leader in the vended and on-premises laundry industries,” the company reports.
“While our company and products have evolved over the years, we haven’t forgotten our roots. Our Dexter horse icon logo reminds us of our champion namesake and symbolizes our dedication to performance, unmatched strength, unrivaled endurance and loyalty to our Dexter customers.
“We look forward to continuing our Dexter legacy while wowing and supporting our customers for another 130 years.”
dries, government operations respect the Encompass Group name, and that means a lot to me.”
Nearly a century ago a select lineup of leading apparel, linen and infection control healthcare companies formed an alliance to offer a wide range of innovative products. In August 1999, all these legacy divisions formally combined to become today’s Encompass Group LLC.
Since its inception, Encompass says it has been helping healthcare and hospitality organizations create safe and comfortable environments for patients, staff, residents and family members.
Energenics Corp. in Naples, Florida, which provides expertise in managing air flow, capturing lint, and offering disinfection to the commercial laundry industry, reports that it recently celebrated 50 years of producing and designing products.
Founded in 1974 by Jack Haried in Aurora, Illinois, the company initially specialized in manufacturing heat recirculation equipment for the commercial laundry industry.
As demand for heat recirculation decreased, Energenics shifted its focus to dryer lint filtration technology, which proved successful. Haried eventually relocated the business to Naples, Florida, where it continues to thrive today.
In 1992, John Hutterly acquired Energenics from Haried. Under Hutterly’s leadership, the company introduced a range of innovative products, including quaternary chemical Kartwash systems.
In recent years, Energenics has advanced laundry cart disinfection for the healthcare industry through development of hypochlorous acid and UV-C (ultraviolet-C) disinfection systems, effectively eliminating 99.99% of viruses and bacteria.
With a presence in more than 5,000 laundries worldwide, the company says its current product lineup emphasizes effectiveness and efficiency, while also providing greater sustainability for end-users.
The product range includes industrial and OPL (on-premises laundry) dryer lint filters and airflow systems, UV-C and chemical Kartwash systems, hypochlorous acid generator disinfection systems, mobile UV-C
In addition to providing an extensive range of targeted healthcare products, Encompass says it has built a team of dedicated professionals who specialize in all aspects of customer care including sales, customer service, clinical products and education.
“Our 25th anniversary celebration provides an opportunity to reflect on our journey, acknowledge the contribution of our employees, thank our customers and strengthen our partnerships with them, and look forward to continued growth and innovation over the next 25 years,” Wood says.
surface disinfection units for transport trailers and interior spaces, as well as Lint Scrubbers designed to reduce airborne lint and contaminants.
Energenics says it is proud of its outstanding employee retention, which ensures customers receive high-quality products crafted by experienced fabricators. The company is dedicated to promoting from within for senior management positions while thoughtfully integrating new talent.
Hutterly continues as CEO, having passed the role of president to Tim Sulecki five years ago.
Sulecki, who has been with the company for 18 years, has been a driving force in introducing hypochlorous acid and UV-C systems to the industry, according to the company.
In recent years, Energenics has expanded its manufacturing space and office infrastructure, boosting capacity by 40%.
Following the retirement of industry veteran Bryant Dunivan two years ago, the sales team has grown with the addition of Fred Schetrompf, Kate Hutterly, and Jose Val, bringing together a broad range of knowledge from medical, marketing, and engineering backgrounds.
Ingrid Naranjo was promoted to vice president of operations two years ago after 16 years with the company.
“With a forward-thinking management team and an innovative product line, Energenics is excited to meet the evolving needs of laundry facility owners and operators for decades to come,” Sulecki says.
“We look forward to the continued success of our current team in the years ahead.”
By focusing on these key areas—water softness, temperature, mechanical action, wash times, chemicals and equipment—you can address the root causes of any decline in your wash aisle’s quality and efficiency.
Regularly reviewing and optimizing these factors will not only improve the cleanliness and longevity of your textiles but also enhance the overall efficiency of your operations, contributing to a healthier bottom line.
What a great question. We should always be looking for ways to deliver the highest quality to customers and much of that dynamic starts and ends in the washing process.
When it comes to consistently delivering the very best product to customers, there are key items in the wash process that need to be equally consistent.
To do this effectively and to quickly address concerns when quality starts to
drop, it is important to break things down into a handful of key buckets: wash chemistry, load weights, equipment maintenance and, finally, product selection.
Let’s talk about wash chemistry. This is where you should start. Your chemical vendor should be a great resource for you. Let them know that you have concerns about your quality and would like their objective opinion on why this is happening.
This is more than them just throwing more soap at the problem. Make sure they dig in. Their analysis should look at everything, from water quality and temperature to
incoming soil and wash cycle titration levels.
Obviously, they should also be able to tell if you are optimizing the wash chemistry to achieve the result you and your customers expect.
They also should give you good insights on where to look in the other three buckets, which brings us to the second element, load weights. All too often when folks are dealing with quality concerns in their facility, it is because they are unknowingly underloading or overloading their machines.
For example, if the wash formula is set
for 900 pounds of product X and your team loads it with 1,000 pounds, you will never obtain the quality that the formula was designed to achieve.
One big key to consistent quality is to ensure that product X will always have the same weight, the same chemistry and the same mechanical action every time. Ensure your team knows the importance of weighing everything and that wash loads for certain products are always the same.
The third item is all about how the equipment is performing. To get quality where it needs to be, the machines need to be able to do what they were designed to do.
All too often when you dig in, you find that either the washer, dryer or a piece of supporting equipment (for example, the water softener, boiler, etc.) is not working as expected.
Typically, this is not an end of useful life situation, but rather, it is a lack of proper maintenance or simply needs some additional attention.
The final piece of the puzzle is what type of product you are injecting into the process. Some towels, for example, look as good on the 100th wash as they do on the first. Others look dingy and pill after only a handful of washing.
Buy product that will meet your and your customers’ quality standards long after they are injected.
There are other things we can dig into to improve the quality coming out of the wash aisle but focus on these four areas and with a few tweaks, you should see better results soon.
Continued from Page 14
UniFirst Corp., a North American provider of customized business uniform programs, facility service products, and first aid and safety services headquartered in Wilmington, Massachusetts, recently celebrated its 23rd annual Founder’s Day.
The tradition was established in 2001 after the passing of the company’s visionary founder Aldo Croatti.
The event, held across over 270 UniFirst locations across the United States and Canada, brought together thousands of employee team partners to pay homage to Croatti’s enduring legacy, having founded the uniform service and supply company in 1936.
The central theme of this year’s celebration revolved around customer service excellence and the company’s promise to always deliver.
Several of the company’s 16,000-plus team partners showcased in engaging video submissions how they always deliver for their customers. Whether from the production line, sales department, or support services, everyone plays a vital role in ensuring customer satisfaction at every touchpoint.
“At the heart of UniFirst is an enduring customer-focused culture that Aldo has instilled since day one,” says Cynthia Croatti, special consultant and advisor to the CEO, and daughter of Aldo Croatti.
“Aldo’s legacy lives on at UniFirst and Founder’s Day services as our way to strengthen our commitment to our founding core values: Customer Focus, Respect for Others, and Commitment to Quality.”
Founder’s Day also provides an opportunity for each UniFirst location to name its
Employee of the Year (EOY), celebrating individuals who best exemplify the company’s core values.
Each EOY received an award, a gift of recognition, and a bonus paid day off. Their names are engraved on commemorative plaques displayed at their respective UniFirst locations across North America.
“What distinguishes UniFirst from our competition is our people and their dedication to serving our customers,” says Steven Sintros, UniFirst president and CEO. “Our unique service culture, rooted in the values established by Aldo, continues to propel us forward as a trusted partner to our customers.
“Congratulations to all our Employees of the Year for their outstanding contributions. I’m proud of the way you always deliver for our customers, our company, and for each other.”
UniFirst also announced the recipients of its two higher-education scholarships, the annual Aldo Croatti Scholarship and the Ronald D. Croatti Scholarship programs. The former, awarded in honor of its namesake, assists children of UniFirst staff members in their academic pursuits.
The latter, presented in recognition of the longtime president and CEO who passed away in 2017, helps full-time UniFirst employees who enroll in undergraduate or graduate study at an accredited college or vocational/ technical school in the areas of information technology (IT), sales leadership, or business administration/leadership.
To date, the amount awarded in scholarships stands at nearly $1 million, according to the company.
Apparel Services Network (ASN), a provider of image apparel national account service programs, reports it is celebrating its 20th anniversary this year.
“What began as three companies looking to provide an expanded service reach for our customers has grown to eighteen ASN member companies providing uniform rental service to customers throughout the United States,” says ASN member company represen-
tative Jerry Martin, VP of sales and marketing at Prudential Overall Supply in Irvine, California.
“We are all pleased to be able to offer our customers more choices.”
ASN says its mission aligns with its affiliate member companies’ core values.
The network is concerned with customer loyalty and satisfaction earned by exceeding expectations through inspired people committed to the pursuit of excellence, and relationships based on trust, honesty and integrity
WW Uniform Service, located in Wallingford, Connecticut, shares that 2024 marks the company’s 100 years of service milestone.
“As we wrap up 99 years of business, the fact that we stand tall as a family-owned operation is a testament to the hard work of our team and the loyalty of customers,” says Frank Maresca Jr., vice president.
What started as a small laundry provider in Deep River, Connecticut, in 1924 has grown into a uniform rental company serving Connecticut, the five boroughs of New York City, New York State, Massachusetts and Rhode Island.
Major milestones have marked WW’s journey over the past century.
Initially focused on dry cleaning linen for local businesses, the company says it demonstrated remarkable adaptability.
In the 1960s, as polyester’s rise reduced demand for linen dry cleaning, WW pivoted to uniform services—a move that would define its future. This transition was formalized in 1973, quickly accelerating its growth trajectory.
The latest addition to its service offerings is the WW First Aid & Safety division, launched in 2023 in response to customer demand for a trusted local provider of essential workplace safety supplies.
Today, the company’s production facility is open six days a week, processing 85,000 to 100,000 pounds of product weekly.
WW says its uniforms division boasts state-of-the-art equipment, including four 450-pound open pocket washer machines, two 600-pound gas-fired dryers, one 100pound washer machine, two 50-pound dryers and a semi-auto assisted sorting system with 15 routes on the road.
Reaching 100 years as a local business is not a common achievement.
The key to WW’s longevity? It says its outstanding team and commitment to innovation. Many employees have been
with the company for decades, with the service team averaging a 12-year tenure.
This dedication translates to a 97-98% customer retention rate year after year.
“When you call WW Uniforms, someone always answers,” points out Maresca Jr. “In our uniforms sector, you can speak directly with leadership. We believe in transparent communication with our customers.”
In addition to strong customer and employee engagement, WW takes pride in its community involvement, actively participating in local initiatives and sponsoring events.
This commitment has earned recognition for the company, including the “Heritage Award” from the Wallingford Chamber of Commerce.
As WW enters its second century of service, it’s focused on driving growth and innovation. A major renovation is underway to double input/output capacity, incorporating new technological advancements and machinery.
“We have consistent and clear expectations to be around for another 100 years,” says Maresca Jr.
“It’s been a true pleasure to work side by side with my father Frank Maresca Sr., my mother Linda Maresca, our partner Tom Grasser, and our two backbones, Gary Jackson and his wife Cindy Jackson, and I anticipate an amazing future to watch my children grow in the company, with high hopes to see them take reins one day.”
The next century at WW will uphold its legacy of clear expectations, exceptional service and caring for customers like family.
“As we enter our 100th year, with no plans of slowing down, we do so with immense gratitude for those we serve and a continued commitment to evolve along with their needs for the next century,” Maresca Jr. shares.
“With an amazing local community and all the amazing employees, I see a bright future.”
Continued from Page 6
duce optimal flow of laundry through the operation.
“One formula for peak efficiency using a tunnel with a 110-pound batch was published in American Laundry News in May 2024. You can apply the same principles with any set of equipment.
“After you know the peak efficiency of your operation it is time to find your largest pain point. For the laundry illustrated in the chart (below), there were three areas of flow interruption.
“The largest and least costly to fix was sorting. In this case, additional conveyor belts were purchased, and two aisles were added. In fact, this reduced the need for one sorter, and they were placed on the ironer which solved the second process interruption.
Based on the analysis, laundry operators can create strategies to address underperforming areas or further leverage strengths. This can include process improvements, adopting best practices, reallocating resources or introducing new technologies.
The real value of benchmarking data lies in how you use it to drive improvements, Wagg says. His suggestions include:
1.Set Realistic Goals: Use your benchmarking data to set achievable targets. If your labor cost per pound is higher than the industry average, set a goal to reduce it by a certain percentage over the next quarter.
2.Implement Best Practices: Identify what top-performing operations are doing differently. Whether it’s adopting new technologies, optimizing workflows, or enhancing employee training, there are always lessons to be learned from the best in the business. I have always maintained a great
“Collecting and using data, at its core, is about trying to reach peak efficiency and smooth flow. When we improve, the result leads to less turnover of key employees and opportunities to reward outstanding performers.
“Secondly, center your improvement on improving the quality of the linen, terry and employees. My experience managing and consulting has produced rough PPOH numbers outlined in the following list of PPOH, equipment configuration and size of operation. These are averages provided to illustrate the range of results.
•60 PPOH, Small Washers and Dryers (manual folding with pole), Small Hotel or Resort
•100 PPOH, No Tunnel—but folders, ironer, wrapper, Large Hotel or Resort •180, PPOH, Tunnel operation with Clips for Sheets (no drying), Multiple Resort Hotels
“In conclusion, remember two fun and instructive quotes on data and the analysis of data. First, ‘Intuition is thinking that you know without knowing why you do’ (unknown). My favorite is ‘Big data isn’t about bits, it’s about talent’ (Douglas Merrill).”
“Benchmarking information is used to analyze and better understand data by comparing your own performance, processes and practices against industry standards,” says Brobeck. “This highlights where the company is excelling or lagging relative to industry standards.
“By understanding the differences between your data and the benchmarking data, you can determine the reasons behind gaps.”
She goes on to say this understanding involves exploring underlying causes, such as inefficiencies, outdated practices or resource allocation.
relationship with my peers and draw upon that.
3.Monitor Progress: Establish a regular review process to track your progress against benchmarks. This will help you stay on course and adjust as needed. Simple Excel spreadsheets have always worked great for me.
4.Continuous Improvement:
Benchmarking is not a one-time exercise but an ongoing process. Regularly updating your benchmarks and your strategies ensures that your operation remains competitive and efficient.
“P&Ls (profit and loss statements) are where I like to start,” Dodge shares. “These benchmarks are called revenue-based benchmarking metrics.
“Look at expenses that make up the highest percentages of our revenue and analyze if these percentages are in line with our benchmarking numbers. Labor expense is usually the first, or highest, expense.
“Communication is the key that opens the door to improvement. What is the other laundry doing differently than you are?”
Benchmarking data is a powerful tool for any industrial laundry operation, Wagg concludes.
“By knowing where to find the data, how to analyze it, and how to apply it, you can significantly improve your processes and efficiency,” he says.
“Start by integrating benchmarking into your regular review processes and watch as your operation reaps the rewards.”
“Benchmarking is not a one-time activity, but a continual process,” Brobeck stresses.
“You must regularly monitor progress, update benchmarks and adjust strategies to ensure continuous improvement and maintain competitiveness.”
BENSALEM, Pa. — Healthcare Services Group Inc. (HCSG) reports it appointed Vikas Singh as executive vice president and chief financial officer effective Sept. 3. He will oversee HCSG’s accounting and finance operations and play a key role in corporate development, investor relations and the success of its long-term growth strategy.
Singh brings more than two decades of diverse experience in finance, strategy and operations to the company.
Most recently, he was managing director of leveraged finance and capital markets at Bank of America Securities. Before that, he worked in the financial sponsors group at Credit Suisse and the Asia-Pacific credit card group at Citibank.
Singh began his career with GSK’s consumer healthcare division and held roles in sales management and as national brand manager within the marketing organization.
“Vikas is a highly accomplished finance executive with a proven track record of success,” says Ted Wahl, CEO of HCSG. “His extensive experience and deep expertise in finance will be invaluable as we continue to grow and expand our business. We are thrilled to welcome him to our leadership team.”
“I am honored to be joining HCSG at such a dynamic time,” says Singh. “I look forward to working with the talented team to capitalize on multi-decade secular tailwinds to drive profitable growth and deliver long-term value to our shareholders.”
He holds a bachelor’s degree in economics from The University of Delhi; a PGDM
from The Indian Institute of Management, Calcutta; and an MBA in accounting and finance from The University of Chicago Booth School of Business.
HCSG also promoted Andrew Brophy, CPA, to senior vice president, controller and chief accounting officer. He joined the company in 2018 and has held roles of increasing responsibility in the accounting and finance department, most recently as VP and controller.
Brophy began his career in the assurance services practice at PwC.
RICHMOND, Ky. — The Association for Linen Management (ALM) has added Callie Kennard Rendon to its national office staff as an instructional designer.
As part of the association’s ongoing commitment to provide topnotch educational resources and professional development opportunities, ALM says this expansion of talent on the staff will play a pivotal role in shaping and enhancing its educational programs.
Rendon brings a wealth of knowledge and expertise in creating impactful and engaging educational programs, bolstering ALM’s commitment to delivering exceptional learning experiences to its members.
She recently earned a Master of Science
degree in instructional design and learning technology with a certificate for online learning design from Eastern Kentucky University.
This degree complements previously earned M.Ed. in curriculum and instruction with an emphasis in applied behavioral analysis.
In her new role, Rendon will be responsible for developing online modules to supplement ALM’s existing suite of selfstudy programs for individuals who work in the laundry and linen industry, revitalizing existing programs utilizing cuttingedge methodologies to enhance the effectiveness of training and educational offerings, and creating new programming to meet the current and future training needs identified by industry leaders.
She will also collaborate with the ALM team to assess the needs of its members and ensure that our educational resources align with the highest standards of excellence.
“We are thrilled to welcome Callie Rendon to our team,” says Sarah Brobeck, RLLD, president and CEO. “With her expertise in instructional design and facilitation, we are confident she will play a crucial role in elevating the quality and impact of our educational programs.
“Rendon’s innovative approach and dedication to learner-centered design will be instrumental in helping us achieve our mission.”
Rendon is equally enthusiastic about joining ALM, saying, “I am excited to be part of an organization that is so committed to advancing professional and personal growth.
“I look forward to contributing to the development of programs that will empower our members and support their ongoing success.”
global organization encompassing manufacturing, distribution, installation, and marketing of hundreds of practical, innovative products for commercial laundries, reports it is expanding its marketing department with the addition of three professionals: Chris McGill, Matt Firth and Steve Anderson. McGill has joined Tingue as the senior manager of e-commerce. With a proven track record in driving online sales and expanding market reach, the company says he is poised to elevate Tingue’s e-commerce strategies.
Firth brings a diverse skill set to his new role as creative manager at Tingue. With extensive experience in content creation, social media strategy, and digital advertising, he has consistently delivered campaigns that engage audiences and drive results.
Anderson, the new pricing analyst at Tingue, brings deep expertise in data analysis and pricing strategy. His role will focus on managing pricing for Tingue’s locations in Peachtree City and Greensboro.
ALEXANDRIA, Va. — TRSA, the association for linen, uniform, and facility services, will host two events at the Westin Buckhead Atlanta in November: the 13th Annual Healthcare Conference and the 7th Annual Marketing, Sales and Service Summit.
The Healthcare Conference, dedicated to exploring the latest innovations and trends in the healthcare services sector Nov. 13-14, will feature a keynote address by Andrew Busch, an economic futurist who will provide valuable insights into the future economic landscape and its implications for the healthcare industry.
The conference will also highlight AI (artificial intelligence) and automation initiatives in the commercial laundry industry with presentations from JENSEN and Kannegiesser ETECH. Representatives
from these companies will describe their latest innovations and advances in AI and automation, offering a glimpse into the future of commercial laundry operations.
The conference will feature various sessions aimed at acute- and nonacute-care laundry operators, and the results of the Industry Trends Survey will provide valuable data and insights into current and emerging trends in the healthcare services sector.
A panel will explore the challenges the healthcare industry faces in the post-COVID-19 era, including workforce shortages, supply-chain disruptions and the ongoing need for enhanced infection control measures.
A highlight of the conference will be the Industry Executive Perspectives on the Healthcare Services Sector Panel. During
this session, top executives will share their views and experiences, offering attendees a unique opportunity to gain insights from industry leaders.
The conference concludes with two local plant tours on the morning of Nov. 14. To register, visit https://www.trsa.org/healthcare
The Marketing, Sales and Service Summit is scheduled for Nov. 12.
Tom Edwards, managing director of consulting at Ernst & Young LLP, will kick off the summit with his insightful presentation, “Unleashing Innovation: The AI Effect,” exploring the transformative impact of artificial intelligence on various industries.
Last year was the first year service was included in the summit makeup. Content has been expanded to ensure that each session contains content applicable to all three
segments: marketing, sales and service. In addition, there will be one breakout session offering choices specifically for each segment.
The summit will offer a series of engaging general sessions, and the final session will dive into the world of podcasting, offering insights on selecting engaging topics, securing intriguing guests, determining the ideal episode duration and effective marketing strategies.
Attendees will learn the art of sharing podcasts with customers or internally and maximizing its impact on LinkedIn. The highlight of the session will be a dynamic 20-minute live podcast, enriched by audience participation to finalize the summit. Registration is open at https://www.trsa. org/marketingsummit
ST. CHARLES, Ill. — Healthcare Linen Services Group (HLSG), a provider of linen management services to the healthcare and hospitality industries headquartered here, reports it has been certified by Great Place To Work® for the fourth year in a row.
The award is based entirely on what current employees say about their experience working at HLSG.
“Great Place To Work certification is a highly coveted achievement that requires consistent and intentional dedication to the overall employee experience,” says Sarah Lewis-Kulin, the vice president of global recognition at Great Place To Work.
She emphasizes that certification is the sole official recognition earned by the realtime feedback of employees regarding their company culture.
“By successfully earning this recognition, it is evident that HLSG stands out as one of the top companies to work for, providing a great workplace environment for its employees,” she adds.
HLSG says the certification demonstrates its strong commitment to making the
employee experience a priority in all divisions: Logan’s Healthcare Linens, Logan’s Uniform Rentals, Superior Health Linens, Textile Care Services, Reino Linen Services and Linen King.
The certification also highlights employee satisfaction with their role within the company reinforcing HLSG as a place for employees to succeed in their careers.
“We are honored to be once again recognized as a ‘Great Place to Work’ by our team members,” says Joseph LaPorta, president and CEO of HLSG.
DENVER, N.C. — ProtoTitan, a provider of engineering and manufacturing solutions, reports it has acquired Leonard Automatics, a provider of textile finishing equipment.
By merging ProtoTitan’s cutting-edge engineering and manufacturing solutions with Leonard Automatics’ in-house metal fabrication and electrical engineering capabilities, the company says it is creating a synergy that will enhance operations and benefit both companies and their customers.
As part of the acquisition, Jeff Frushtick will be stepping down from his role as Leonard Automatics CEO and refocusing on sales and customer support.
ProtoTitan co-founders Chris Clark and Dave Rochau will be taking over the daily operations of Leonard Automatics and its subsidiaries: Leonard Fabrication & Design, LFD Off Road and LFD Gates.
“It is time to turn the helm over to the next generation with more understanding of the technology that can carry us forward,” Frushtick says.
“ProtoTitan brings a variety of skill sets and markets that complement and expand the opportunities for Leonard manufacturing. I am excited to be part of the continuing evolution of Leonard Automatics.”
“Leonard Automatics is a true innovator
and has been instrumental in the textile and laundry industry’s progress over the past several decades,” says Clark.
“Jeff’s decades of experience in this world are an invaluable asset, and we’re very excited to give him the space to revitalize this market.”
FORT LAUDERDALE, Fla. — 1Concier, a provider of wholesale linen products and solutions, reports it has donated bed linens, towels and toiletries to The Salvation Army Adult Rehabilitation Centers (ARCs) across the United States.
Locations include Orlando; Atlantic City; Oklahoma City; Allentown, Pennsylvania; Dallas, Houston, Austin, and San Antonio, Texas; Virginia Beach and Alexandria, Virginia; New York; and Maryland.
The company says its donation serves a dual purpose: outfitting The Salvation Army Adult Rehabilitation Centers and providing items for sale in their thrift stores, which support the programs financially.
The Salvation Army Adult Rehabilitation Centers offer a six-to-12-month, low-cost residential rehabilitation program for individuals with various needs, providing them with a safe and supportive environment to recover and rebuild their lives.
“Countless people across the U.S. will be resting easily on their new luxury bedding thanks to the amazing team at 1Concier,” says Eric Rader, e-commerce director of the Adult Rehabilitation Center Command.
“As if that weren’t enough, 1Concier is also providing bedding for those in our rehabilitation programs, as well as countless meals, medical fees, towels, and more from this donation. The list is as huge as their generosity.”
Robert Emery, manager of logistics execution at 1Concier, played a pivotal role in facilitating this donation. The company says he worked tirelessly on the logistics of this
enormous donation.
“Our partnership with The Salvation Army highlights our company’s commitment to supporting communities in need,” says Tony Smith, CEO at 1Concier.
“By donating essential items, 1Concier is helping individuals in the ARC find comfort and dignity during their recovery journey while also bolstering The Salvation Army’s efforts through its thrift stores.”
RALEIGH, N.C. — Gov. Roy Cooper recently announced that UNX-Christeyns, a manufacturer of cleaning chemicals and products, will add 21 new jobs in Pitt County.
The company will invest $10.5 million to expand and consolidate its administrative, engineering, manufacturing and warehousing operations to a new, larger 70,000-square-foot facility in Greenville.
“We are immensely grateful for the support from the State of North Carolina,” says Josh Lilley, CEO of UNX-Christeyns.
“In addition to the jobs which will be created, this project allows for a state-of-theart manufacturing facility which enables our organization to manufacture innovative, sustainable cleaning solutions for the customers we serve.”
UNX-Christeyns has operated in North Carolina for more than 65 years.
From detergents to dispensers, the company serves industries that need commercial laundry, housekeeping, and ware washing, including hospitality and professional and collegiate athletic organizations.
FORT LAUDERDALE, Fla. — World Emblem, an emblem and patch manufacturer, reports it has acquired the assets of Hero’s Pride, a producer of emblem products for first responders.
Financial terms of the private transaction were not disclosed.
Established in 1981, Hero’s Pride is one of the fastest growing brands in law enforcement with 10,000 SKUs and 40 million items sold. The Los Angeles-based company serves law enforcement, public safety and military heroes across all 50 U.S. states and Canada.
In addition to manufacturing patches and badges, Hero’s Pride is dedicated to addressing the root cause of health issues first responders face every day through its AIRTEK and Ballistic products including belts, holders and cases.
World Emblem utilizes the latest equipment and state-of-the-art technology to manufacture customized emblems and multi-textured products including Flexbroidery, FlexStyle and 3D embroidered patches.
The company has plants in Georgia, Texas, California, Mexico, the United Kingdom and Canada, enabling it to offer clients faster production and delivery times than overseas manufacturers.
