Textile insights: View from the mill
Textile providers share what laundry/linen service operators should know about mills today
BY MATT POE, EDITOR
Many factors influence the operation of laundry and linen services. Materials and costs, the environment, trends in textiles customers want, all these and more affect laundries. But these elements come into play earlier than the textile/linen supplier. What happens at textile mills is the start of the effect goods have on a laundry operation.
American Laundry News communicated with several textile providers to find out what’s going on with mills and how laun-
dry and linen services are affected by what mills do.
Please give a general overview/status of textile mill operations in producing goods for healthcare, food and beverage, hotel, and uniform/workwear linen services.
Tapash Bhattacharjee, Vice President, Global Sourcing, Monarch Brands: Textile mills that produce towels, sheets, uniforms and similar products typically consist of five to six distinct sections. The production process for towels differs slightly from that of sheets, uniforms and workwear.
Terry towel manufacturing components are pile (loop), warp (ground) and weft (fill). Sheeting and other fabric manufacturing components are warp and weft.
In both manufacturing processes, the following sections are essential within a factory:
1. Warping Process. Cotton or polyester cones are processed through a warping machine. For towels, two beams are created: pile and warp. For sheeting and workwear, only a single warping beam is needed. The fill yarn is supplied from the weft section of the machine.
2. Sizing/Starching. This process strengthens the ground yarn to prevent breakage during high-speed weaving.
3. Weaving. The primary process is where gray fabric is woven using airjet, shuttleless machines, etc.
4. Processing Machines. This involves bleaching or dyeing, applying softeners, calendaring and other treatments.
5. Drying. Tumble dryers or loop dryers are used to dry towels or sheeting.
6. Cutting and Sewing. The fabric is cut and sewn into the final product.
7. Packaging. Products are packed either in bales or cases as required.
8. Quality Assurance and Shipping.
Final products undergo quality checks before being shipped.
Bridget Miklausich, Managing Director of Manufacturing & Sourcing, Encompass Group: Today the healthcare textile industry continues to march forward with innovation that improves product performance while being cognizant of the need to be environmentally responsible.
Globally, the industry has changed over the last 30 years. With a new generation leading the charge, we will see continued efforts to improve the look, touch, performance and life span of the textile products that serve our industry while ensuring we leave a smaller carbon footprint and a more sustainable future for generations to come.
Tom Main, Group Vice President, National Accounts, Standard Textile: Our textile mill operations remain strong in producing a variety of goods for healthcare and hospitality.
At Standard Textile, we take pride in being the only remaining commercial manufacturer of towels and sheeting in the U.S. This ongoing investment in domestic production allows us to continuously innovate, offering superior-quality products that help reduce overall costs for our customers.
While global supply chains face significant disruptions, including increased shipping costs and delays in raw material availability, we have mitigated these challenges with our U.S.-based manufacturing capabilities and nine strategically located distribution centers across North America. This allows us to reduce reliance on international suppliers and minimize the impact of global uncertainties on our customers. Domestic manufacturing also gives us a competitive edge in maintaining a focus
Alsco Uniforms donates to support Western North Carolina recovery
SALT LAKE CITY — Alsco Uniforms, a fifth-generation family-owned and -operated uniform and laundry service, recently donated $25,000 to The Salvation Army to assist in recovery efforts in Western North Carolina. They are also donating 500 motorist first aid kits to the relief efforts of the NC Restaurant & Lodging Association and the Petty Family Foundation.
These donations will provide vital first aid and financial resources for both immediate and long-term recovery efforts in the wake of destructive flooding left by Hurricane Helene.
Bob Steiner, chief executive officer of Alsco Uniforms, expressed these sentiments, “Alsco Uniforms cares deeply about the communities we serve.
“The people and businesses of North Carolina have utilized our laundry services throughout the years, and we want to give back. We are honored to contribute to the community as they recover from this devastating disaster. We hope this can make a real impact.”
The Salvation Army is working tirelessly across Western North Carolina to deliver essential services like food, water, hygiene supplies, baby products, and vital cleaning and emergency supplies. They will use this donation to secure and distribute these supplies to the people who need them.
The Newspaper of Record for Laundry & Linen Management
(Image licensed by Ingram Image)
Q&A: Industry veteran writes memoir about career
CHICAGO — Edward McCauley, CEO of United Hospital Services (UHS) in Indianapolis and a member of the American Laundry News editorial advisory board, has long had a dream.
With more than 35 years in the laundry business, it only makes sense that he’s nurtured a dream to succeed in the industry.
However, McCauley had another dream. Throughout his career, he’s kept journals and considered writing a memoir.
He recently made this dream come true.
The book, “The Lint in My Veins,” was released on Amazon on Sept. 30. It’s available for $9.99 as an eBook on Kindle.
American Laundry News spent some time learning about McCauley’s motivation behind the memoir and what members of the laundry industry can glean from it.
What inspired you to write this book?
I always kept my notes of the things that I did throughout my career in this business. I always dreamed I could write a book about this journey.
But it wasn’t until Azher Khan, then CEO of Calderon Textiles, told me he was writing a book. When I casually told him I had the mak-
ings of a “potential” book, he encouraged me to write it, and he would let me know if it was good or not.
So, I did. I put it all together in a matter of five to six months and presented it to him and he really liked it.
The rest is history.
What did you learn while writing it?
Writing a book is time-consuming. I was grateful that I had all my notes in good form.
The easy part of writing a memoir is that it flows well chronologi-
cally, and it can all be done in the first person.
Writing an informational book would be much harder.
That said, it would have been nice to have more eyes on it for mistakes like typos, punctuation and sentence structure.
How did you come up with the title?
I have always said that as a longtime laundry guy, I must have lint in my veins and so using this mantra as the title only made sense. It conveys the passion I have
for the business and industry. I guess the phrase is a take on “he has ice in his veins,” meaning he is unflappable.
Who in the laundry industry should read it and why?
I think everyone in the laundry industry should read it.
First of all, it is a light and airy tale of all the trials and tribulations that I came across in this business. It depicts stories about how I overcame roadblocks and was able to do things in this industry that I never would have thought possible.
There are also neat little stories about the fun and humorous things that occurred along the way and this makes the memoir easy to read and interesting for all who pick the book up whether in the industry or not.
There is something in this book for everyone.
What are some key ideas laundry operators will gain from the book?
You get a sense throughout the book that I was a problem-solver type of laundry guy.
So, you can see many instances where I was able to turn things around and become more efficient, make more money, sell more accounts or even do things outside the box that became beneficial to the company.
The steps I took throughout these fixes and ideas are all laid out for everyone to see and take note of.
E-Mail:
Revolutionize Your Laundry Operations
E cient, Reliable & Built for the Demands of Your Laundry
When it comes to commercial and central laundry operations, performance and reliability are non-negotiable, and automation is key.
At Girbau Industrial, our advanced washing systems deliver exceptional cleaning performance with dramatic reduction in labor and utility costs, while our e cient dryers ensure quick turnaround times. Our feeding and ironing solutions use cutting-edge automation to handle various textiles with precision, maintaining the highest standards of care without the need for constant monitoring. With automated folding and stacking technologies, your workflow is optimized, enhancing productivity, and providing neatly organized laundry that’s ready for immediate use or distribution.
Whether you’re managing a large-scale facility or a central laundry operation, our automated solutions are tailored to meet your unique needs. Automate Your Laundry Today.
All about the textiles
From The Editor’s Desk
There are many components of a successful laundry and linen service, but without goods to process, there is no business.
Uniforms, sheets, towels, mops … the list goes on and on.
Most issues of American Laundry News look at textiles and linens when they’re already inside your plant.
However, you probably noticed the cover headline about textile mills. In this issue, we look at the goods you process from the source, before even your supplier receives them.
manufactured.
I communicated with four textile suppliers who shared the state of textile mill operations and its effect on laundry operations.
The second feature in this issue (page 10) goes back inside the laundry to explore how operators can work with their customers to prevent linen abuse/ misuse, which can lead to cost savings and improved customer service.
Safety engagement— Relentless readiness
What happens at mills affects the operation of laundry and linen services—from the types of materials and chemicals used to the way the goods are
Speaking of customer service, our Panel of Experts (page 12) offers suggestions about how laundries can improve their customer relations from the route service reps to the wash aisle to the sales team.
All this and more to help you keep it clean.
Cintas Mississippi rental location certified VPP Star
Hattiesburg facility recognized as top worksite for safety/ health management, practices
HATTIESBURG, Miss. — The Occupational Safety and Health Administration (OSHA) recently honored Cintas Corp.’s Rental Division here as a VPP (Voluntary Protection Programs) Star-certified location.
During the presentation, Jessi Robelot, the manager of the Hattiesburg location, accepted the honors on behalf of their team.
“It is truly an honor to achieve VPP Star certification here at our Cintas location in Hattiesburg,” says Robelot. “This is the culmination of every employee-partner being engaged and genuinely caring for each other.
“We also realize that VPP is about continuous improvement, so there will always be more work to do when it comes to advancing our health and safety culture.”
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 com-
See Cintas on Page 18
In my previous column, we discussed the relentless pursuit of fantastic customer service and the need to train and involve your entire team in how to handle a customer service need.
We can and should take the same approach when it comes to safety.
Having every team member engaged and involved in the safety aspects of your operation will pay off in spades—not only in reduced workers’ compensation expense but in manpower planning, overall improved workplace health and assuring that an unexpected visit from OSHA is handled properly.
AWARENESS OF THE COMPLIANCE REQUIREMENTS
It’s important that you have several employees who are highly skilled and knowledgeable in the requirements for compliance with OSHA training and operations requirements.
Sending your team to an OSHA 10-hour training session should be the minimum you do—and assuring that your management team understands the value of this training.
They would then form the core assessment team for your location and gauge where your plant stands in relation to the requirements. Developing plant-specific checklists for daily and other periodic inspections against the requirements would be an initial team assignment after completion of the basic training.
Don’t forget facility safety topics—fire extinguisher inspections and training of an emergency response team, first aid and CPR, and fire suppression system inspections. Your local municipal fire department might help in these areas.
OUTSTANDING TRAINING
Whether you buy a pre-packaged safety topic training program for the various segments needed (LOTO, NFPA70E, machine guarding, etc.) or you develop your own, make it outstanding. There’s nothing worse than sitting through a boring monotone presentation just so the box can be checked. If the subject can be made relative to what the employees do and they can understand the value of the knowledge, then you’re a path to success.
If needed, get professional help from a consultant or perhaps a technical college that teaches safety as part of its curriculum. Check into TRSA-provided resources as well as benchmarking with other companies in your local chamber of commerce.
SET UP GREAT SYSTEMS
The old saying “if it isn’t on paper it didn’t happen” rings true when it comes time to prove you completed the training of your team and that you held regular inspections.
Setting up filing systems for the documentation of training and inspections, along with work orders to prove work was completed on safety-related issues, can quickly become overwhelming.
OSHA may accept digital copies of this paperwork, but it still requires a great system to assure you are no less than 100% on the required documentation.
BENCHMARK WITH OTHERS IN OUR INDUSTRY
Among the companies in our industry there is a natural competitiveness for business, and we all are hesitant to let our guard down on business topics. But when it comes to safety, we should drop those barriers and be an open book to help each other.
Benchmarking safety systems (training, compliance, checklists, etc.) should be done even with your competitors—and our industry will be stronger for it.
BE READY
When OSHA knocks on your door for that unexpected visit is not the time to try to figure out what to do. Having a solid plan, having it documented, and having your team trained and drilled in what to do, will give you a sense of readiness when that knock comes.
Column on Page 18
COLUMNIST AT LARGE Tommy Cocanougher
MATT POE
(WE) = WEB EXCLUSIVE
Cintas Corp.’s Hattiesburg location came together to celebrate its VPP Star certification. (Photo: Business Wire) See
Mills
Continued from Page 1
on high-quality products, which translates to lower cost-per-use for laundry and linen services.
Additionally, by keeping portions of our supply chain local, we’re able to reduce our carbon footprint significantly. Our energyefficient and environmentally conscious manufacturing processes, combined with our commitment to sustainability, will help us protect the planet for future generations.
We are also constantly exploring ways to reduce, reuse and recycle in our production and shipping processes. This includes not only the textiles themselves but also our packaging methods.
For example, we recently eliminated poly bags from all U.S.-made products, and we’ve introduced a Take-Back Textile Recycling Program. Through this initiative, we collect out-of-service linens and repurpose or downcycle them into materials such as carpet padding or automobile insulation.
Lenore Law, Owner, Alliance Textile Solutions (formerly California Textiles):
The status of textile mill operations in U.S. mills on sheets has improved greatly since 2020, and new products are being added.
The mill I distribute for has added a new finishing plant and is doing more U.S. sheets. Although they still manufacture goods made of imported fabric, then stitched and finished here, they also have a 100% cotton line that is U.S. cotton farmed and stitched and finished in Georgia and South Carolina plants.
Any specifications are true to spec, so a T-180 sheet will always be a true spec, and a T-250 or T-310 will also reflect what the label says in terms of cotton/polyester or 100% cotton. We use no microfibers or any plastic fibers that can harm the water and take away from the product being intended for its actual use, comfort, durability, and longevity in healthcare and hotel and commercial laundry operations.
If your sheets are very warm and spark at times, then most likely there are microfibers and plastics in the actual fibers. Those sheets, in my opinion, are extremely warm with lots of chemicals used in the manufacturing. Personally, I do not like to sleep on those sheets. They are also causing PFAS (per- and poly-fluoroalkyl substances) in our oceans and rivers and waterways. The U.S. mill I distribute for is PFAS-free.
Our Pakistan-imported milled sheets, which we arrange containers on and distribute product stocked here, have specs of 55 cotton/45 poly and all information on the label is correct. A T-180 or a T-200 spec is an actual specification and not altered.
The best way to see if a spec has been altered is to put your hand behind the fabric and see if you can see your hand at all. With a true T-180 spec, you cannot see your hand. With a T-130 import, you can. Specs in between are see-through as well. A true T-180 sheet is not.
Many companies will tell you you’re buying one spec when the spec is altered, so the price is lowered. Your product will not last as long and will not finish well nor look as nice on the bed. It will also not be as comfortable to sleep on.
Buyer beware and know what you are buying. It will pay off in your profit margins in the long run. Neither of my import sheet lines use sizing very much, so I’m pretty sure both are PFAS-free, too.
Our towels are manufactured in Pakistan and lower-end towels like bar mops and 10 yarn product are manufactured on power looms. Rapier looms are used for some of our 16 ring spun (RS) lines, and our high-end towels are made on air-jet/shuttleless looms, which are a lot more expensive looms and produce high-end, retail-quality terry towels.
We use 20D yarn on some bar mops and good quality 10 yarn on others. All are 100% cotton or 87 cotton/16 poly for absorbance and tensile strength and longevity of product life. We do not mix in IRs (irregulars) and second quality goods as your life expectancy will be a lot less. Hems will come apart a lot faster and the towel will have slight flaws.
Many companies do mix in IR quality as the cost per pound is less. Sizes can sometimes vary on a B Grade or IR spec as well. Mostly it’s just sewing issues or flaws in weaves. Years ago, when everything was made in the U.S. if a textile product had a 5% deviance on color or weave, then it had to be sold as an irregular. Many U.S. mills I work with still have to adhere to this rule while imported terry goods and sheets do not.
Mostly what I sell is 16 ring spun as well as 16 OE (open-end) yarn as it lasts a lot longer and is much softer for terry towels and bath towels. I also carry a lot of our air-jet or shuttleless loom towels for the lodging market. Customers prefer better quality as do I since there are way fewer product service issues for myself and my customers. Even some of my food markets use a 16 OE towel.
Our high-end air-jet/shuttleless towels are 12, 16, 16 and can also be made with 20, 16, 16 in ground weave and weft and warp. Most of my bar mops are made on newer power looms or rapier looms so they will outlast many in the industry that have way too much fill weave. Those towels can be easily identified in the industry as they pull apart very easily and you do not get nearly as many turns, so your costs will be much greater later.
The old saying you get what you pay for is very true. We can save companies a lot of money, as we are a smaller organization with a lot less overhead.
Describe the supply status of materials used, costs and how these affect the production of laundry/linen services goods and prices.
BHATTACHARJEE: Cotton yarn is the primary raw material for laundry linen, accounting for approximately 60% of the total cost. Other materials include bleaching chemicals, finishing materials and labels.
The price of cotton yarn is influenced by the global market price of raw cotton, which is subject to volatility. These fluctuations in raw cotton prices directly impact the cost of cotton yarn, affecting the prices and production costs of laundry and linen services.
MIKLAUSICH: Over the past 12 months, and post-COVID, we have seen a return to a more normalized supply chain. Lead times are close to normal, and the availability of materials is no longer an issue.
However, raw materials like cotton, polyester, yarn, etc. have remained at a much higher level than the pre-COVID pricing of 2019. The high cost of raw materials coupled with global inflation and labor increases is creating much higher product costs, and these costs are getting passed on in finished product pricing.
MAIN: The supply status of materials used in laundry and linen services is influenced by various factors, including ongoing global supply-chain disruptions, rising
raw material costs and inflation. These challenges have led to increased production costs, which can significantly impact pricing for laundry and linen services.
Many suppliers are experiencing delays in sourcing key materials, leading to longer lead times and potential shortages. As a result, operators are often faced with higher acquisition costs for textiles, which can affect their overall pricing strategies.
We are mitigating these challenges with our U.S.-based manufacturing and distribution capabilities which allows us to reduce reliance on international suppliers and minimize the impact of global uncertainties on our customers.
LAW: Our machines have all been updated as needed in the United States and in the two mills we work with overseas, and the quality has been much better in the last 10 years than in years past. The cotton crops here and overseas have also been much better over the past five years in terms of long staple quality. I have not been made aware of any additional material costs or other costs at this time that are affecting our industry right now.
The only real obstacle is transportation and keeping that consistent in cost going ahead in 2025. The port strike has been resolved in terms of hourly pay but the contract for the Eastern ports to Texas has not been signed, yet.
Automation will go forward in all industries as well as our U.S. ports, so in my opinion that is a non-negotiable going forward. It has been put off till January 2025, so we will know more then. I do not see it as an obstacle at this time.
I strongly feel if we get a change in command come January, plus a president who knows how to negotiate with world leaders, that the United States will benefit as will the world in terms of material costs and transportation costs. Container costs have been down for over a year now, and the only real issue dealt with was some container scheduling in the ports of Pakistan. That has all been resolved.
We are constantly negotiating for our customers’ benefit and looking forward to an allsystems go in 2025 in all our product lines.
My prayers are for the five Southern states hit by not one but two hurricanes recently. The ports all our mills use have not been hurt in terms of containers flowing. My U.S. sheet mill did have some damage at the South Carolina plant but it will not affect the flow of production and is being fixed now.
How have environmental practices improved over the past 5-10 years? How have these practices improved textile goods?
BHATTACHARJEE: Textile waste is a significant pollutant of river streams if discharged untreated. Effluent treatment plants (ETPs) have become essential in mitigating this issue. Many qualified factories have installed in-house ETPs and have been certified by environmentally conscious retail customers.
Although maintaining high environmental standards incurs costs, it is now mandatory in many countries to have an ETP before setting up a wet-processing unit. This requirement has led to improved environmental practices and better-quality textile goods.
MIKLAUSICH: There are two parts of the equation. There is the environmental impact from a raw material aspect and a pollution/carbon footprint impact from a manufacturing viewpoint.
For raw materials, the textile world is starting to embrace products made with more sustainable materials. Cotton is certainly a great sustainable material, but additionally, the increased demand for rayon products produced from bamboo, corn, wood, etc. has also become important.
In the future, you can also look forward to new technology that treats “polyester and plastic” based products with a nontoxic microbe that encourages biodegrading and reduces a product’s lifetime in a landfill from 100 years to less than five years.
For global warming and pollution, all our key manufacturing partners have made great efforts over the last 10 years to be more conscious of factory pollution and waste. All have instituted wastewater recovery systems, added solar and wind power generation, and installed new improved production equipment that uses less energy and releases much less harmful chemicals into the atmosphere.
MAIN: From 2020 to 2022, we observed a significant industry shift from environmentally harmful disposable products, such as surgical gowns, isolation gowns, and incontinence products, toward reusable alternatives.
This shift was not primarily driven by environmental concerns but rather by procurement professionals recognizing
(Image licensed by Ingram Image)
Getting bar mops cleaner, faster, using less water than any other tunnel washer in the industry.
For more than a decade, PulseFlow® Technology has proven to deliver cleaner goods for all soil levels, including heavy-soiled food and beverage linen. And we’ve done it using less water to clean the goods than any other tunnel washer in the industry. Milnor CBW® machines require as little as 0.3 gallons per pound for light soil linen and 0.7 gallons for heavy-soil – both processed without the use of a separate water reclamation system. Milnor batch washers in service around the world have saved billions of gallons of fresh water. Discover more about Milnor’s sustainable laundry solutions at milnor.com.
that reusables provided months of supply stability, whereas disposables could lead to months-long shortages. During this period, they also realized operational cost savings exceeding 50% compared to disposables.
However, since 2023, there has been a noticeable trend back toward disposable products driven by major distributors offering volume-based rebates to healthcare systems. This return to disposables is unfortunate as it is environmentally harmful, undermines our country’s healthcare supply-chain stability and leaves significant financial savings on the table for health systems.
To counter this trend, we continue to advocate for reusable textiles and emphasize their long-term value, both environmentally and economically. By focusing on sustainability and reducing reliance on disposables, we can offer more durable, higher-quality products that benefit both healthcare providers and the environment.
LAW: Environmental practices are slowly improving with increased use of solar panels to generate electricity, reusing water, saving energy by using certified appliances, and using recycled cartons and papers for manufacturing tags and labels. This is all an attempt to reduce the environmental impacts.
How do mill processes affect how laundry/linen services process goods? How have they improved?
BHATTACHARJEE: There is a direct correlation between mill processes and the quality of laundry/linen services. Superior input materials and processes yield better production outcomes.
Mills using high-quality yarn and advanced bleaching and drying methods, such as soft flow bleaching and machine drying, produce textiles with longer lifespans, better softness and color retention. These improvements enhance the overall quality and durability of laundry and linen products.
MIKLAUSICH: Product development and the use of new and improved materials has led to an increased life span of the products utilized in the healthcare market and processed at laundries. Some of these come with a higher initial cost, but a reduced “per use cost” as the life span is much longer. Additionally, some specialized yarns allow products like sheets, blankets, etc. to process more quickly in the dryers and flat irons, saving energy costs and shortening cycle times.
MAIN: Mill processes such as yarn prepping, weaving and finishing have a significant impact on both the quality and durability of textiles used in laundry and linen services. Producing textiles under optimal conditions with high-quality raw materials ensures that the final products meet the rigorous demands of industrial laundering.
Fabrics designed for repeated laundering need to be manufactured with durability in mind, using strong fabric constructions that withstand harsh wash cycles while maintaining their integrity.
In recent years, improvements in chemical treatments applied during the finishing stage have enhanced textiles’ resistance to staining, which helps extend product life. Staining is one of the primary reasons textiles are removed from circulation, and aggressive stain removal processes can prematurely wear down fabrics. By incorporating stain-resistant treatments,
the overall lifespan of textiles is increased, reducing the need for frequent replacements.
Another key advancement has been the development of processes to remove residual manufacturing chemicals from new textiles, allowing them to be placed directly into service without the need for pre-laundering. Standard Textile has pioneered such a process, offering immediate cost savings to laundry providers by eliminating the extra step of laundering new items before use.
Finally, advancements in monitoring and controlling production have significantly improved the consistency and quality of finished products. With fewer defects, laundry services can rely on textiles that last longer and perform better through repeated washings, further optimizing their operations.
LAW: Like any product or service, if there are multiple economic supply and demand and increased costs of goods, then it will affect the flow of product at the end user. We have not had any issues since 2022 and prices, while not the same as in 2019, have gone down in 2023 and 2024, substantially since 2022. We really need to look at what products are causing all the PFAS problems and address that as an industry. The solution I see is to stop putting plastic and microfiber in sheets and other products.
While it may save some costs, in the end, it could cause much higher costs through contamination of water. I do not deal with it as I do not sell sheets or any product with any plastic or microfiber. If I pick up a microfiber towel line, I will make sure there are no plastics in it, or PFAS, first. As of now, we do not sell any of that product. I sell a little of the poly spun aprons and have no complaints about that product.
How can laundry/linen services work with mills/suppliers to improve customer satisfaction?
BHATTACHARJEE: Laundry and linen services can collaborate with mills and suppliers by setting clear expectations, product quality standards, testing parameters and pricing agreements. Regular discussions and quality checks ensure that the products meet the desired standards, thereby improving customer satisfaction.
MIKLAUSICH: Continued partnerships and open communication are always
the keys to improvement.
As laundries learn from their customers about the issues and challenges they face in day-to-day use, they need to communicate these to the manufacturers. Knowing what problems need to be corrected and what improvements are required will ultimately lead to the development of better products.
MAIN: Collaboration between laundry services and textile suppliers is essential for enhancing customer satisfaction. Regular, two-way communication is key— laundries should be able to easily contact suppliers to discuss new products, address quality concerns and review recommended laundering procedures. This open dialogue helps ensure that textiles meet the needs and expectations of end users.
Textile suppliers must also have a solid understanding of industrial laundry processes to design products compatible with these high-demand environments. Collaboration between laundries, textile suppliers and often chemical suppliers ensures a consistent flow of quality products that deliver longterm value, offering lower cost per use compared to disposable options.
In addition, developing educational programs that inform customers about textile care and washing technologies can further enhance satisfaction. Proper practices, like maintaining optimal par levels, can significantly extend textile life and improve overall product performance, ensuring customers get the most out of their investment.
LAW: Set more specifications on products and spend more time ensuring they are getting what they are paying for through effective management of weighing bales and ensuring that you received what you purchased.
I think quarterly forecasting and ordering goods ahead of time as we did years ago is a great practice. This way you are not at the mercy of your supplier and what they choose to stock for you. In other words, get more involved and call us. We can help, and we want to save you time, money and stress.
What trends are you noticing with goods that healthcare, food and beverage, hotel, and uniform/workwear customers use?
BHATTACHARJEE: Current trends in the laundry and healthcare sectors include “quick dry” fabrics, products with longer washing lifetimes and environmentally friendly materials. These include recycled yarn, PET (polyethylene terephthalate) yarn, and natural fibers such as bamboo and Tencel.
MIKLAUSICH: Increased demand for comfort and stretch in apparel garments, along with ease of care.
The women and men who work in the hospital or medical center field are faced with difficult daily challenges. Exposure to varying room temperatures, chemicals and fluids that stain, and an abundance of physical exertion are just some of the challenges. These warriors want to be comfortable in their uniform apparel, look good while wearing them and know when they wash them that they will look as good the next day.
MAIN: We’re seeing a growing emphasis on sustainability and eco-friendly solutions. Customers are increasingly asking for sustainable practices, product offerings, as well as environmentally conscious packaging.
They want to know that the textiles they use not only have an extended life cycle but also that their end-of-life stage can be
managed in an eco-friendly way. Recycling of textiles also has become a significant conversation, and there’s even proposed legislation that will likely require textile suppliers to be more actively involved in ensuring products are recycled, preventing them from ending up in landfills.
Another trend we’re seeing is the demand for greater transparency. Customers want to track and measure the environmental impact of the products they use, asking suppliers to provide detailed carbon footprint reports and ESG (environmental, social and governance) data. Many organizations have their own ESG initiatives, so they are prioritizing partnerships with suppliers who align with their sustainability goals.
LAW: Just way too many synthetics versus natural fibers and way too many irregular bar mops and towels. I truly feel we need to go backward in terms of textile standards but forward with more automation. Cotton is the fabric of our lives. Think about it and incorporate it, because it works. The ironer reps will love me.
Please share anything else you think laundry/linen service operators should know about the role of textile mills in their operations.
BHATTACHARJEE: It is crucial for laundry/linen service operators to advocate for social and environmental compliance at the factory level. Social compliance includes ensuring minimum wages, health and safety standards, and the absence of child or bonded labor.
Factories that do not adhere to these standards can still supply products, but it is essential to avoid such suppliers. The Rana Plaza incident in Bangladesh, where more than 1,200 garment workers died in a building collapse, highlights the importance of choosing factories with robust health and safety practices.
MIKLAUSICH: Textile mills are happy to serve as a provider of critical products. They realize they contribute to the overall well-being of society by delivering blankets and sheets to keep patients comfortable and great apparel that allows healthcare providers to do their critical jobs. As long as humans need to be cared for, textile mills will be there to provide the necessary products.
MAIN: Textile manufacturers are more than just suppliers; we can be true partners in helping laundries explore new opportunities and expand into untapped categories and markets.
For instance, we can collaborate to develop high-performing reusable alternatives that not only outperform disposable products but also align with sustainability goals, giving laundries a competitive edge. We can also support laundries in expanding their offerings, such as entering the employee-owned uniform space by providing custom e-commerce portals tailored to specific needs.
Additionally, our partnership can extend to improving operational efficiencies in areas like inventory and SKU management, packaging, and overall processing effectiveness, ultimately driving mutual growth and innovation in the industry.
LAW: Aside from transportation, labor, and machinery, textiles are very important to laundry/linen operators. I think that operators should be ordering more containers and setting some of their own specifications on textiles. After all, it’s their water and plant.
(Image licensed by Ingram Image)
Managing customer linen abuse/misuse
Insights from two healthcare laundry facilities about how linen is misused, how to educate customers
BY MATT POE, EDITOR
Laundry and linen service is challenging enough when textiles undergo normal usage.
However, there are times when goods are used for the wrong task (e.g., mopping up a spill with bed linens), thrown or given away, or several other improper usage situations.
This linen abuse/misuse makes processing and maintaining stock even more difficult.
American Laundry News communicated with two healthcare laundry operations to discover some of the types of linen abuse/ misuse they encounter and how they work with customers to improve their usage.
VIEW FROM THE C-SUITE
Edward McCauley, president and CEO of United Hospital Services in Indianapolis and a member of the American Laundry News editorial advisory board, says that linen abuse and misuse at hospitals comes in many forms.
“It includes not using linen properly, giving linen away, throwing linen in the trash, putting linen in red bag waste, allowing ambulance services to take linen for their rigs and for patient transfers,” he says. “These are the biggest offenses.
“Under the topic of not using linen properly, we have writing on linen with Sharpie pens, putting tape on linen and not taking it off, rolling linen up to form a pillow and then taping it, using washcloths to clean equipment or rooms, using bath blankets to sop up spills and other liquids
on floors, etc. All of these things will damage the linen to the point of needing to throw the linen away.”
McCauley shares that throwing linen in the trash is probably the biggest loss through abuse/misuse.
“Caregivers and environmental services personnel are notorious for throwing linen in the trash cans instead of the linen hampers especially when bed changes are done and in the OR (operating room) suites where most of the non-woven products are used,” he points out.
“So, it is easy to just throw all the reusable towels and drapes and gowns in the trash with the paper products.”
Putting tape on linen for any reason is problematic for a laundry because it does not readily come out in the wash, shares McCauley. Even if the laundry is lucky enough to get the tape off, the residue from the tape will turn a dark color when the heat of the dryer or ironer hits it.
“Using linen products in the wrong fashion is also abuse,” he says. “Take washcloths, for example. They are meant for low soil use on patients. If hospitals use them as cleaning rags to clean dirty equipment or facilities, the cloths will become stained and not usable for their intended purpose.
“Sopping up spills of liquids with bath blankets seems like a good idea, but again if the liquid is sewer water, or harsh chemicals or really any other liquid spill, the soil level of the water is greater than its intended use and will undoubtedly stain
Misuse on Page 14
(Images licensed by Ingram Image)
PANEL of EXPERTS
Laundry-wide customer service improvement
L
Hotel/Motel/Resort
Laundry
Samantha Propson
The Osthoff Resort, Elkhart Lake, Wis.
aundry in a resort setting isn’t typically guest facing, but there are ways to ensure the quality of linens and any guest interaction creates a great experience.
To enhance customer service skills, here are some skills that can be implemented for back of house staff:
•Training Programs: Develop comprehensive training sessions focused on customer service best practices, including communication skills, active listening and empathy. Roleplaying scenarios can help staff practice handling various guest interactions.
•Empower Employees: Encourage staff to take ownership of guest experiences. Provide them with the authority to make decisions that can enhance service, such as offering complimentary services for feedback or resolving minor issues.
•Feedback Loop: Implement a system for gathering guest feedback specifically about laundry services. Use surveys or comment cards to understand guest expectations and experiences. Regularly review this feedback and share it with the team.
•Recognition and Rewards: Create a recognition program that rewards employees for exceptional customer service. This could include employee of the month awards or incentives for teams that receive positive guest feedback.
•Guest Interaction Training: Focus on training staff on how to engage with guests during drop-off and pickup. This can include greeting guests warmly, providing clear information about services and thanking them for their business.
•Service Standards: Establish clear customer service standards for the laundry department. Share these standards with all employees and regularly assess performance against them.
•Team Meetings: Hold regular meetings to discuss customer service challenges and successes. Encourage staff to share experiences and learn from one another.
•Create a Service Culture: Foster a culture where excellent service is a core value. Share success stories and encourage staff to go above and
“My operation has spent a lot of time and effort increasing efficiency and quality, but now I feel like we need to refocus on our customer service. How can we raise up those skills throughout the organization?”
(Image licensed by Ingram Image)
beyond in their service.
•Continuous Improvement: Regularly revisit and refine your customer service initiatives based on feedback and evolving guest expectations. By integrating these strategies, you can enhance the customer service skills of your team and create a more positive experience for your guests and customers.
WEquipment/Supply
Distribution
Ross Sanders
Streamline Solutions, Orlando, Fla.
ell, a lot of what was done in increasing efficiency and quality on your end is no doubt transferable to the customer service side of things as well. For my company at least, I am not sure if there is anything more important than customer service.
Your customer service team certainly
needs to be efficient and do the highest quality of work, and, of course, you need to treat your customers the way that you want to be treated yourself.
Situations will always occur whether they are good or bad, and it’s how you treat the bad ones that makes your customer service people and department what they are. Bad issues never go away and avoiding them only makes them worse.
We have always prided ourselves in making sure that we get back to our customers when issues arise and even if we do not have an answer for them yet, it’s important to at least touch base to let them know that you are working on trying to solve their problem.
I bring this all up because I personally feel that the best way to “raise up those skills” is by constantly pushing examples of situations that have burdened you, your company or even the employees themselves at your facility that you are trying to train to show them how they should react based on their personal or business experiences.
We have all been through good and bad customer service situations and no doubt the best and worst ones stand out. I don’t mean to oversimplify it, but I can’t tell you how many times that I have been through really bad customer service experiences and then said to myself, “I would never treat my customers that way.” I’m sure you have thought the same thing.
The question is though what have you done about it? If you are truly looking to raise up those skills, go over the examples with them. Ask them how they would handle them.
You can never guarantee that every situation will work out for the best for all parties involved but you need to make sure that your customer service people handle the situation the best that they can so that your customers feel confident in your services and/or products and how you handle their concerns when they arise.
Customer service is so important to a company’s success. We all know how hard it is to bring business your way and you cannot afford to allow one bad customer service situation cost you that hard-earned business.
It is imperative to make sure that your employees are well trained in how to handle all situations efficiently and with quality customer service skills.
There are many factors that go into improving overall quality of your product.
To start with, you need to understand what the customer’s expectations are. For example, the standards in a standalone pizza joint are different from a five-star resort, and on the medical side, there is a certain expectation in an emergency room as compared to a mother/baby department. Understanding the needs and desires of your clientele is where you need to start.
Once you have this, there needs to be a thoughtful plan on not only how to achieve higher quality but how to consistently maintain it over time.
Here are some ideas you may want to incorporate into your plan. First, train the team. Leadership, production and service all need to be on the same page as far as what good quality is. Clear standards need to be established and taught to everyone. Employees need to be empowered to make decisions on things like what should be scrapped, rewashed or repaired. Delivery and service folks need to constantly seek feedback from customers and bring that intel back to the leadership team so there can be a continuous communication and learning loop that evolves over time.
Secondly, determine how quickly you want to get there. An extreme example would be to throw everything out, start with all new linen and maintain the new high standards the team has been trained to.
A more long-term solution is to work
very slowly, over time, by scrapping, repairing and replacing the linen. You can get there over many months. The key is to find the sweet spot.
The final leg of the stool is to inspect what you inspect. Have regular check ins with employees and customers to ensure that the new quality standards are being maintained. Develop a simple audit system that checks on the production process to ensure success. Continuously share both success stories and learning opportunities when they present themselves.
It is important that any quality improvement effort is well thought out to be sustainable. With a thoughtful approach, you can get there and be consistent in no time.
In today’s competitive landscape, most laundry plants face the dual challenge of increasing operational efficiency and ensuring exceptional customer service.
Efficiency in an industrial laundry setting means optimizing processes to reduce waste, lower costs and increase throughput. This can be achieved by utilizing better and newer technologies such as automated sorting systems and high-efficiency washing and drying equipment.
These upgrades not only make things more efficient but also make the service better for customers. Being more efficient means getting things done faster, which usually translates into better and faster service for your customers without sacrificing quality.
Quality, on the other hand, involves ensuring that the laundry services meet or exceed industry standards. This includes maintaining the integrity of fabrics,
employing the right chemicals and adhering to rigorous cleaning protocols.
High-quality output is essential for building trust with clients, especially in sectors like hospitality and healthcare, where cleanliness is non-negotiable. When we commit to quality, we position ourselves as reliable partners, ultimately leading to satisfied customers.
Enhancing efficiency and quality is crucial, but prioritizing customer service is equally important.
Exceptional customer service fosters positive relationships, leading to customer retention and satisfaction. This can be achieved through effective staff training and empowering employees to take ownership of their roles.
STRATEGIES FOR IMPROVEMENT
Invest in Technology: Using advanced equipment and software can enhance efficiency. Automated tools for laundry sorting and tracking can reduce errors and speed up processes, allowing employees to focus on customer interaction.
Train your employees: Implementing a comprehensive training regimen covering operational skills and customer service can ensure that all employees are equipped to meet job demands.
Workshops, training and even Zoom meetings on effective communication and problem-solving can help staff handle customer inquiries and concerns better.
Listen to your Customers: Establishing channels for customer feedback can provide valuable insights into areas of improvement. Regular surveys and followups can help identify service gaps and areas where efficiency can be enhanced.
Create a Culture of Collaboration: Encouraging collaboration between departments, such as production and customer service, can improve communication and understanding of customer needs.
IN CONCLUSION
Increasing efficiency and quality in your
plant should never come at the expense of customer service.
By investing in technology, training, and communication, you should be able to create a balanced and harmonious environment where operational excellence and customer satisfaction can coexist happily.
After years of streamlining efficiency and improving product quality, textile rental operations often find themselves needing to refocus on customer service.
I found at Wagg’s Uniform and Mats in North Toronto that as the industry became more competitive, customer experience became the key differentiator.
Enhancing customer service skills across your entire organization is essential to building long-lasting relationships, improving client satisfaction and sustaining growth. Independent operators do this better! Here are several strategies to refocus and elevate customer service skills across your operation.
1. Build Culture
Building a culture that prioritizes customer service starts with ownership and extends throughout the organization. Every employee, from leadership to the route service representatives (RSRs), needs to understand the importance of customer satisfaction. Meet and exceed customer expectations!
Communicate (posters, meetings, oneon-ones) to your team that customer service is a key priority.
Commercial Laundry
Rodrigo Patron
Lace House Linen, Petaluma, Calif.
Healthcare Laundry
Jay Juffre
ImageFIRST, King of Prussia, Pa.
Textile/Uniform Rental
W. Kirby Wagg
Performance Matters, Sarasota, Fla.
Misuse
the linens to the point of being useless for its intended purpose.”
McCauley says giving linen away is most prevalent in the pediatric areas where baby blankets, infant wear, pediatric pajamas and similar items are given to the new mothers upon discharge.
“It is also seen in the areas where scrubs are provided to the nurses and doctors,” he says. “No matter if the hospital has a scrub policy or not, the amount of loss through allowing caregivers to walk out of the hospitals with scrubs on is staggering. It is the single largest loss item in a hospital.”
Finally, ambulance transfers from the hospital to homes or nursing homes are a direct loss of linen, McCauley shares.
“Typically, the transfer of one patient will result in the loss of a bed sheet, contour sheet, adult pad, bath blanket, pillowcase, thermal blanket and patient gown,” he says.
“Hospitals should require discharge packs that utilize single use products for many of the reusable items as a way to decrease the amount of linen loss.”
Ultimately, McCauley says most of these issues go back to improper training inside the hospital.
“In many organizations, there are misconceptions or bad habits that contribute to all of these abuse items,” he shares.
“Working with the healthcare organiza-
tion and correcting many of these wrongs is the solution, but it’s a very complicated process that can be a struggle to be successful.
“Just look at sharps. Every caregiver knows and understands how sharps are supposed to be disposed of, but they are still being sent into laundries across the country.”
LINEN ACCOUNT MANAGER POLL
Liz Remillong, vice president of business development, and Pamela Barnett, project manager, with Core Linen Services headquartered in Huntersville, North Carolina, polled more than a dozen of its account managers who are out in the field with Core’s customers addressing linen abuse/misuse every day.
The following are some of the answers provided.
What are the most common types of linen abuse/misuse?
•Throwing away linen instead of using the “reject” bag.
•Ambulance transfers.
•Clean linen in the room after discharge.
•Construction/flooding clean up.
•Telemetry stickers and taping of linen.
•Taking scrubs home.
•Discarding heavily soiled vs. returning.
•Chapstick, pens, etc. left in pockets.
•Ambulance staff not returning linen.
What are some uncommon ways
abuse/misuse takes place?
• Rolled and taped linen used for “positioners” in surgery or rehab.
•Scrubs in areas that do not require our scrubs.
•Used for warmth by staff at the nursing station.
•Used as cart covers.
•Engineering using linens for cleanup, etc.
•Flat sheets used as tablecloths.
•Linen used to wrap bed rails for padding.
How do you address these situations with your customers?
•Created a video to show how to roll or fold without using tape.
•While rounding with nurses and environmental services (EVS), asking the question, “Where do you put reject linen?” Educating them on what’s acceptable vs. not acceptable linen. Talking to nursing staff about too much clean linen in the room.
•Making sure the right tools and resources are available.
•Education on bottom-line cost and losses.
What types of customer education/ training are effective before abuse/misuse happens?
•We provide linen management training and seminars for all sites, as well as individual training of supervisors.
•Again, while rounding, finding out
the root cause of these issues and addressing with HUCs (health unit coordinators), EVS staff and EVS leadership.
•Provide links to online resources and videos.
•Demonstrations like putting the telemetry stickers on the back of your left glove so that when doffing they are contained within the glove.
•Educating first-line employees, the linen committee, nurses and administration is imperative.
How do you help customers source specific-use linens to prevent using goods the wrong way (such as using sheets to mop up spills)?
•Fun/catchy signs as reminders.
•News blurbs in department communications or newsletters.
•Screenshots of Grainger products from the catalogue or observations from other facilities.
•Use of slider sheets to prevent employee back strain or injury.
Does sourcing goods like this help?
•Absolutely!
•Also, using alternative options and providing sourcing info helps with misuse and loss of linen.
•Listening and observing customer needs is imperative. Example: Mother nursing gowns and IV gowns came about because of slits being cut in regular gowns.
Experts
Continued from Page 13
Leadership can demonstrate customerfocused behavior by regularly interacting with clients, addressing concerns and ensuring that staff feels supported in delivering great service.
Ensure that efficiency, quality and customer service are equally measured in key performance indicators (KPIs). This shows your team that service quality is just as important as the efficiency of the laundry floor.
2. Invest in Development
Customer service skills require continual development; a comprehensive training program is critical for raising customer service standards across the board.
Provide regular refreshers and encourage continuous learning. Incorporate customer-service discussions in team meetings, sharing best practices and lessons learned from real-life situations.
Identify team members who excel in customer service and designate them as mentors. Your service manager can help lead initiatives, offer advice to peers and provide real-time feedback to employees on their interactions with customers.
3. Empower Employees to Make Decisions
RSRs are the face of your company, and they often interact with customers in realtime. Empowering them to make decisions without waiting for approval can speed up issue resolution and create a more positive customer experience.
I gave my RSRs total autonomy to make decisions with their customers.
Give employees the authority to solve common customer problems, such as managing minor complaints, offering solutions or providing refunds within set guidelines. These build trust with your
team as well as customers and show them you value their time.
4. Focus on Personalized Service
Personalized service creates memorable customer experiences. Clients want to feel that their unique needs and preferences are being addressed.
Train employees to gather and use customer information effectively. Tracking special requests, preferred delivery schedules or specific garment needs—having personalized service—makes customers feel valued.
Avoid using a one-size-fits-all approach when communicating with customers. Encourage team members to adapt their tone and style based on the customer’s preferences.
5. Measure and Act
You can’t improve what you don’t measure. Regularly gathering and analyzing customer feedback is essential to refining your service approach.
Listening to feedback is important, but acting on it is even more critical. Address common pain points quickly and communicate any changes or improvements to your customers.
Recognize and reward employees who consistently receive positive feedback. Celebrating customer service successes can motivate the team to maintain high standards. Have your customers rate your customer on Google reviews: get a 5-star rating!
6. Foster a Team Environment
A cohesive team that collaborates and communicates well is key to providing consistent customer service. Encourage teamwork across departments to ensure seamless service delivery.
Ensure sales, operations and customer service are aligned with their goals and communication. This prevents customer issues from slipping through the cracks and improves overall service consistency.
Keep everyone updated on customer feedback, ongoing issues or service improvements. A well-informed team can provide better and faster solutions.
CONCLUSION
As your laundry operation continues to grow, customer service must remain a top priority.
By investing in training, empowering your team and creating a customer-centric culture, your operation can elevate its customer service skills and build lasting relationships with clients.
When employees feel equipped and supported in delivering excellent service, your company will stand out as a trusted and dependable partner in the textile rental industry.
TUniforms/Workwear
Manufacturing
Duane Houvener
ADI-American Dawn Inc., Los Angeles, Calif.
o elevate customer service skills across your organization, here are some strategies to consider:
Train on Customer-Centric Mindsets
•Workshops: Hold regular workshops that emphasize empathy, communication and problem-solving. Tailor them to specific roles, highlighting how each department impacts the customer experience.
• Customer Journey Mapping: Encourage production employees to walk in the customer’s shoes, understanding the pain points and expectations at each stage of service. Set up and coordinate “field trips” to your customer sites and take production employees to customer sites so they can see how important their job at the plant is.
Empower Employees to Make Decisions
• Give frontline employees more autonomy in resolving customer issues. This builds confidence and allows quicker responses to customer needs, fostering a culture of ownership and accountability.
Reinforce Positive Examples
• Recognition Programs: Celebrate examples of great customer service publicly. Use team meetings or internal newsletters to share success stories, which can motivate others to follow suit.
•Peer Mentoring: Pair employees who naturally excel at customer service with those needing improvement. Learning through observation and feedback can accelerate growth.
Use
Feedback to Drive Improvement
• Customer Feedback Loop: Set up a consistent way to gather and share customer feedback across departments. Ensure employees see how their actions directly impact customer satisfaction.
• Internal Feedback: Collect insights from staff on roadblocks or issues they face in delivering exceptional service and work on solutions collaboratively.
Create Clear Standards
•Define and communicate clear service standards across the organization. Create guidelines around responsiveness, tone, professionalism, and problem resolution.
Monitor and Coach
• Implement regular performance reviews that include customer service metrics. Use these reviews to coach employees on their service skills and offer resources for continuous improvement.
Balancing operational efficiency and a customer-first mindset will help create a stronger, service-oriented culture across the board.
TRSA celebrates industry milestones at 111th Annual Conference and Exchange
Event features networking, educational sessions, keynote speakers and the annual association business meeting in Colorado Springs
ALEXANDRIA, Va. — TRSA, the association for linen, uniform and facility services, held its 111th Annual Conference and Exchange at The Broadmoor in Colorado Springs, Colorado, Sept. 24-26.
The event brought together TRSA staff, members and guests to celebrate and advance the industry.
The conference kicked off with a Welcome Reception in The Broadmoor’s courtyard, where attendees enjoyed local Colorado beers, wines, and spirits, along with a variety of hors d’oeuvres.
This reception provided an excellent opportunity for TRSA members to network and reconnect with industry peers.
The educational program began the following morning with a keynote session by Jay Samit, who shared his insights on breaking free from the status quo and embracing change.
Samit’s presentation highlighted 12 truths for navigating uncertainty and maximizing opportunities, drawing from his extensive experience transforming the digital landscape.
Attendees then participated in breakout sessions, choosing from topics such as safety excellence, presented by Brian Varner of Safety Solutions for Healthcare, and market growth strategies by Mark Kowalski of Envise Partners LLC.
Additional sessions included an industry performance report by Andrew Whittman of Robert W. Baird & Co. and a discussion on organized labor trends in 2024.
The day concluded with a creative “Cupcake Clash,” where participants showcased their decorating skills.
The final day featured TRSA’s Annual Business Meeting, focusing on the association’s current projects and the swearing-in of new board members.
A panel discussion on succession planning followed. The session featured insights from Bill Evans, retired CEO and chairman of AmeriPride; Patrick Garcia, president, Division Laundry & Cleaners Inc.; Theresa Garcia, COO, Division; and Jim Doro, retired president/owner, Doritex Corp. The panelists discussed the actions they took, or are now planning to take, to maintain their organization’s legacy amid leadership changes.
The final keynote speaker of the conference was renowned drummer and rock ’n’ roll legend, Kenny Aronoff. He seamlessly blended inherited wisdom with hard-earned expertise, offering valuable lessons for succession planning, both within and beyond
family businesses.
Aronoff identified the tempo shifts required for effective leadership transitions, whether passing the torch within an organization or entering new arenas. His resilience in the face of challenges inspired others to stay in tune with their goals, even when the rhythm gets complicated.
He provided insights into overcoming obstacles, maintaining focus and creating a unique rhythm of success.
In between sessions, attendees had the opportunity to tour The Broadmoor’s onpremises laundry (OPL), organized by Jim Slatcher of Lavatec Laundry Technology Inc.
The OPL handles all manner of hospitality facility services, as well as dry cleaning and repairs to customers’ garments. The tour included a look at the OPL’s new tunnel washer, which has 10, 132-pound (60 kg) compartments, a 40 bar press and four double-batch dryers.
The conference concluded with The Lifetime Achievement Award Dinner, where Jim Kearns, COO of Alsco Uniforms, Salt Lake City, was honored for his term as TRSA chairman of the Board.
Jim Buik, president of Roscoe Co., Chicago, received the Operator Lifetime Achievement Award. Phil Hart, president/ CEO of Kannegiesser ETECH, Minneapolis, was honored with the Maglin-Biggie Award, TRSA’s highest award for a supplier partner.
BARTSCH ELECTED CHAIR OF TRSA BOARD OF DIRECTORS
During the Annual Business Meeting, Randy Bartsch, chairman of Ecotex Healthcare Linen Service, was elected chair of TRSA’s Board of Directors.
Bartsch made history as the first elected leader from outside the United States as the 68th chair of the board. His major objective is to focus on promoting environmental sustainability and the efficacy of reusable linen and textiles.
Bartsch believes that the industry and the North American economy are at an inflection point with mixed growth and consolidation, and he envisions a future with opportunities for both national and independent laundry operators.
“My preference is to see a robust and diverse industry where independent operators can learn and grow,” he says.
Kearns, the outgoing chair, reflected on his tenure as TRSA chair, highlighting sig-
nificant progress in advocacy, developing Environmental Social Governance (ESG) resources, and promulgating industry best practices through the support of TRSA’s Executive Management Institute (EMI) programs leadership development and Hygienically Clean Certification.
He emphasized the rewarding journey of generating positive change in the textile services industry.
“I am confident in Randy’s leadership to continue these efforts and encourage TRSA members to stay involved and support the industry’s ongoing progress,” Kearns says.
TRSA President & CEO Joseph Ricci expressed his gratitude to Kearns for his dedicated service and warmly welcomed Bartsch as the new chair.
“Jim has been an exceptional leader, driving significant progress in advocacy and reinforcing industry best practices,” he says. “We are deeply thankful for his contributions and the positive impact he has made for the industry and TRSA.
“As we welcome Randy, we are excited about the future. His commitment to sustainability, certification and education will undoubtedly steer TRSA toward continued
growth and innovation.
“I encourage all members to support Randy as we embark on this new chapter together.”
TRSA elected additional officers and directors during the meeting, including P.J. Dempsey, president of Dempsey Uniform & Linen Supply, as vice chair, and Roger Harris, president and CEO of Metro Linen, as treasurer.
Additional directors elected during the conference included:
• Scott Burke, President, Loop Linen (2nd term).
• Rich Kramer, President, City Uniforms and Linen.
• Ed Orzetti, CEO, ImageFirst. In addition, the TRSA Supplier Partner Council elected Anwer Shakoor, vice president of Unitex International Inc., as the director candidate representing Soft Goods. Bartsch added a message to members, “The TRSA Board of Directors represents the interests of the industry’s diverse membership, including our independent operators, national and international companies as well as our supplier partners.
“Each of us is an important part of an essential service that supplies, launders and maintains linens, uniforms and other reusable textiles and facility services for customers in every sector of the economy.
“We must work together to strengthen our industry and create a more sustainable future for our customers and the communities we serve.”
Renowned drummer and rock ’n’ roll legend Kenny Aronoff offered valuable lessons for succession planning, both within and beyond family businesses.
Jay Samit shared his insights on breaking free from the status quo and embracing change. (Photos: TRSA)
Milton Magnus, M&B Hangers (left); TRSA Maglin-Biggie Award winner Phil Hart, Kannegiesser ETECH; TRSA Operator Lifetime Achievement Award winner Jim Buik, Roscoe Co., Chicago; and Mark Brim, Brim Laundry Machinery, at the Lifetime Achievement Award Dinner at TRSA’s 111th Annual Conference.
BARTSCH
Castagna to retire as president/CEO of HCSC
LEHIGH VALLEY, Pa. — The Board of Directors of Hospital Central Services Inc. (HCSC) and its affiliates reports that Peter Castagna will be retiring at the end of calendar year.
Rami Nemeh, currently vice president and chief operating officer of the Miller-Keystone Blood Center (MKBC) has been named president and CEO of HCSC and its affiliates effective Jan. 1.
Earlier this year, Castagna informed the board of his intention to retire at the end of the calendar year after leading the organization for the past 11 years.
“We are most grateful for Pete’s leadership and for guiding our organization especially during the COVID crisis when our services were critically needed,” says HCSC Inc. board chairman, John Brown. “We are indebted to Pete for building a strong team over the years that will help ensure a smooth transition of leadership.”
“The move to the Lehigh Valley serving in the president and CEO role for past 11 years have been the most rewarding of my career,” Castagna says. “I have been inspired by the passion demonstrated every day by the staff, board, donors and community partners and am excited to hand the leadership reins to Rami Nemeh.”
Nemeh emigrated to the United States 26 years ago and joined MKBC as a component lab technician. He continued to advance in the lab, and eventually being named as director overseeing the entire lab operation.
Nemeh holds a Bachelor of Science in biochemistry and a Pathologist Assistant (Medical Science Laboratory) degree from the University of Aleppo. He also has a Front-Line Leadership Development certificate from Northampton Community College and a Strategic Leadership for Growth and Innovation certificate from the Manufacturing Resource Center (MRC).
“I am honored for the opportunity to serve Hospital Central Services and its affiliates in this capacity,” said Nemeh. “I am grateful to the executive team and the Board of Directors for their trust and support during this transition.”
UniFirst names Rooney Chief Operating Officer
WILMINGTON, Mass. — UniFirst Corp., which supplies and services uni-
Track Career
form and workwear programs, facility service products, and first aid and safety supplies in North America, reports that it has appointed Kelly Rooney as chief operating officer (COO), effective Sept. 30.
The company says she has extensive knowledge and experience in large-scale B2B route-based operations. Over her 25-plus-year career, she has held operational and leadership roles of increasing responsibility. Her most recent position was as the chief human resources officer at Waste Management, a $20 billion public company.
Rooney is returning to her roots and will oversee UniFirst’s day-to-day operations, focusing on driving growth, enhancing customer service excellence, and executing operational efficiencies. Her innovative leadership style, systematic approach and strong customer focus have consistently yielded outstanding results throughout her career, according to the company.
“We are thrilled to welcome Kelly to the team,” says Steve Sintros, CEO of UniFirst. “Her partnership and ability to effect positive change will be critical as we continue to evolve.
“Alongside her deep operational experience, her talent and passion for empowering workforces to succeed fit like a glove with our culture and our promise to always deliver for our customers and our employees.”
In addition, the company reports that Michael Croatti, executive vice president, will transition from his current role in November.
UniFirst acknowledges the significant contributions of Croatti, who has played an integral role in the company’s success over his 35-year career. The company says that Croatti, the son of former UniFirst CEO Ron Croatti, has been a leader in maintaining relationships with customers and within the industry. Though stepping down as a full-time executive with the company to spend more time with his family, Croatti expects to remain involved in a consulting capacity for a period, collaborating with Sintros on key customer and industry partnerships.
“This decision comes after much reflection,” Croatti shares. “For the past 35 years, UniFirst has been more than just a workplace—it has been a family. I am incredibly proud of what we have accomplished together.”
Sintros expressed gratitude for Croatti’s continued involvement, saying, “Michael has been an invaluable part of our team and has contributed immensely to our company’s success.
“We are grateful for his continued involvement as a consultant and wish him all the best in his next chapter.”
HLAC hires operations assistants
RAPID CITY, S.D. — The Healthcare Laundry Accreditation Council (HLAC) reports it has hired Courtenay Bunner and Charley Naab as operations
assistants.
HLAC says Bunner leverages extensive customer service and marketing experience from her work with various nonprofit organizations. Her diverse skill
set and dedication to excellence make her an invaluable asset to the HLAC team.
Naab is a logistics and supply-chain professional with expertise in simplifying complex operations, vendor management and international logistics, according to HLAC. She excels at driving efficiency, reducing costs and fostering collaboration to help teams achieve their best.
Milliken names Jacoby textile business president
SPARTANBURG, S.C. — Diversified global manufacturer Milliken & Company has named Allen Jacoby as executive vice president and president of its textile business, assuming full operational responsibility for its textile product portfolio. He has served as the company’s chief strategy officer and senior vice president of corporate development and innovation since 2021. Jacoby will succeed David Smith who is retiring after 45 years of dedicated service to Milliken, starting as an intern and working his way to the board room.
• Engineered for high throughput OPL applications
• Ideal for hotels, hospitals and senior care facilities
• High durability: tested for 30,000 operating hours
• Short program cycles that reduce energy consumption
• 30 lbs. - 100 lbs. capacity dryers For fast, reliable and durable reprocessing of textiles and linens, there’s only one Miele clean.
CASTAGNA
ROONEY
NAAB
NEMEH
CROATTI
BUNNER
Career
“Allen is known for his enterprise thinking and has demonstrated the ability to drive growth and value creation through strategic initiatives,” says Halsey Cook, president and CEO at Milliken.
“We look forward to all that he will accomplish as the new leader of our textile business and wish David the very best as he moves toward his well-earned retirement.”
During his early tenure at Milliken, Jacoby led the growth of several product lines in the textile business. In 2013, he took responsibility for the plastic additives segment of Milliken’s chemical business where he successfully led technology transitions and implemented new strategies for growth.
Before Milliken, Jacoby was a consultant
Cintas
Continued from Page 4
prehensive 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 Scient and Arthur D. Little. He holds a bachelor’s degree in chemical engineering from Purdue University and an MBA from The Wharton School at the University of Pennsylvania.
“I am honored to lead Milliken’s textile business and eager to work alongside our dedicated team to serve our customers and continue our legacy of industry leadership,” says Jacoby.
“Having spent a decade in this business early in my Milliken career, this is a full-circle moment, and I am grateful to the board and senior leadership for trusting me to lead.”
David to retire, Henson to succeed as Venus Group VP
FOOTHILL RANCH, Calif. — Global textiles supplier and manufacturer Venus Group Inc. reports that Errol David, vice president of operations, will retire at the end of 2024 after 40 years in the industry.
Cecila Henson will succeed David as the next vice president of operations for Venus Group.
David joined Venus in 2012 after working for Aramark Uniform Services (now Vestis) for almost 28 years. With Venus Group, he
progressed from manager to director of operations to vice president of operations.
He was the principal industrial engineer tasked with designing, building (from scratch) and launching Venus Group’s South Carolina manufacturing facility.
David has also been a mentor in helping his team and peers grow personally and progress professionally.
Venus Group says it will miss his intrapreneurship and leadership, which has helped Venus establish itself as one of the largest domestic table linen manufacturers in the United States.
Henson is currently senior manager of manufacturing in South Carolina. She
joined Venus Group’s South Carolina plant in January 2015 and brought a wealth of experience in manufacturing, warehousing and distribution.
Henson started her career in textiles with Springs Global US Inc., a major bed linen manufacturer. The company employed more than 30,000 employees in its heyday, and she spent 14 years in various management positions.
Since joining Venus in 2015, Henson’s experience, education, strong interpersonal skills, friendly personality and leadership presence helped Venus Group’s South Carolina operation transform into an ISOcertified manufacturing facility.
inspector.
for U.S. companies. As of August 2024, 130 Cintas facilities in the United States are VPP Star certified, a total that far exceeds that of every other American company.
“Earning this certification means that all of us, from management to our front-line employee-partners, worked in unison to help eliminate workplace injuries and illnesses,” says Stephen Jenkins, Cintas vice president of Health & Safety.
“This collaboration is integral to our Cintas culture and our Health & Safety system. Without it, we would not have been able to achieve this recognition. We are immensely proud of our employeepartners’ commitment to working together to ensure safe and healthy worksites across our company.”
Publish the plan, update it routinely and drill your team on the actionable steps so everyone can be prepared. Ensure this plan is posted at your reception workstation and that those employees are thoroughly skilled in how to handle the situation, as they’ll be the first person to interact with the inspection officer.
THE BOTTOM LINE
No one can predict what tomorrow brings—a serious accident, an injury or fatality or a standard visit by an OSHA
Being ready every minute of every day and having your employees trained, knowledgeable and ready will ensure you minimize the risks that poor safety practices otherwise would present. Looking at the effort as an investment, not as an expense or afterthought, will support the foundation of your business practices.
Tommy Cocanougher is retired from a 30-year career with Cintas Corp. where his roles included plant management, general management, safety and engineering. Prior to joining the laundry industry, he worked 14 years in the sporting goods manufacturing industry as plant manager and engineering manager for Zebco Corp.
DAVID
JACOBY
HENSON
Classified Advertising
EVENTS … TRADE TICKER…
Alsco Uniforms acquires Churchill Linen
SALT LAKE CITY — Alsco Uniforms, a uniform and linen laundry services company headquartered here, reports it is expanding its presence into the New England region with the acquisition of Churchill Linen.
Terms of the deal were not disclosed.
“We’re thrilled to welcome the employees and customers of Churchill Linen to Alsco Uniforms,” says Bob Steiner, CEO of Alsco Uniforms. “As a 135-year-old, fifth-generation, family-owned company, we deeply value the relationships and foundations that Churchill has built.
“Our plan is to build on their success and continue creating the best possible experience for both Churchill employees and their customers. Together, we’ll ensure that the high standards and exceptional service they’ve come to expect are not only maintained but enhanced.”
This strategic move includes Churchill’s locations in Brockton, Massachusetts; Stratford, Connecticut; and Hyannis, Massachusetts, all of which will be rebranded as Alsco Uniforms mixed-laundry facilities.
“Acquiring Churchill Linen and expanding into New England underscore our dedication to growth at Alsco Uniforms,” says Jim Kearns, Alsco’s COO. “We’re enhancing our sales and service teams across the company to better serve our customers while pursuing strategic acquisitions that align with our growth journey.
“This move is just the beginning of establishing our presence in this key region and enables us to extend our services to a broader, more diversified customer base.”
In memoriam: Bob Cowen, B&C Technologies
PANAMA CITY BEACH, Fla. — B&C Technologies reports that Robert Clifford
Cowen, a beloved leader and pioneer in the commercial laundry industry died at his home on Sept. 13, surrounded by family at the age of 102.
His life, career and character left an indelible mark on the industry and on all who knew him, the company says.
Cowen began his career in 1956 as an engineer and rapidly became a driving force in the commercial laundry industry. His groundbreaking designs helped shape the technology of his time and continue to influence modern innovations.
His career spanned decades, during which he earned the respect and admiration of colleagues, competitors and industry partners alike.
As an ownership partner with B&C Technologies, Cowen remained committed to his employees, fostering a work environment where people were valued and their well-being was prioritized.
“In everything he did, Bob set a standard of excellence, innovation and integrity,” says Bengt Bruce, president and owner of B&C Technologies. “His work shaped the industry, and his character touched the lives of everyone he encountered.
“He will be remembered not only for his remarkable contributions but for the honesty, kindness and respect he showed to all.”
Cowen made many contributions to the commercial laundry field, with many of his engineering principles still being applied in modern machines. His dedication to his craft was equaled only by his dedication to his family, employees and community.
Cowen attended Vanderbilt University and later joined the U.S. Navy during World War II, where he served as an engineering officer.
After the war, he returned to civilian life,
eventually joining UniMac, a manufacturer of commercial laundry equipment, in 1956. Over the years, his leadership and innovation helped shape UniMac into a powerhouse in the industry.
In 1965, he relocated the manufacturing plant to Marianna, Florida, where he continued to build his legacy for nearly 60 years.
In addition to his remarkable professional achievements, Cowen was a pillar of his community, serving on the Marianna City Council, as mayor and as president of the local Rotary Club.
He was also a devoted family man, a loving husband to his late wife Jeanne, and a proud father, grandfather, and greatgrandfather.
Cowen is survived by his three children, nine grandchildren and one great-grandchild. He was preceded in death by his beloved wife, parents and sister.
Alliance acquires Bestway Laundry Solutions assets
RIPON, Wis. — Alliance Laundry Systems, a global provider of commercial laundry equipment, reports it has acquired the distribution assets of Bestway Laundry Solutions.
Terms of the deal were not revealed.
Corona, California-based Bestway is a leading distributor of UniMac on-premises laundry (OPL) equipment.
“California is an area that we see excellent potential for growth, and this acquisition positions us well for success,” says Craig Dakauskas, senior vice president, Americas Commercial, Alliance Laundry Systems.
“Bestway is well respected in their territory and has been for decades. This makes them a perfect fit for our organization.”
Bestway will become part of the Alliance Laundry Systems Distribution West Region while maintaining its Corona office.
Founded in 1964 by the husband-andwife team Jack and Jean Higgins, Bestway quickly built a reputation for excellent cus-
tomer service. The business remains familyoperated today under their sons and copresidents Eric and Brett.
Bestway has been a premier provider of UniMac on-premises laundry solutions to a variety of industries, including hospitality, healthcare, athletics and more. They are a full-service distributor, offering technical service and replacement parts.
“We staked our reputation on UniMac equipment and Alliance Laundry Systems, and we are excited that our legacy will endure with these industry leaders,” Brett says.
Eric adds, “Nobody in this industry has more expertise, resources and commitment to excellence than Alliance. To say our customers will be well served is an understatement.”
This latest acquisition not only expands the Alliance Laundry Systems Distribution footprint in the West but represents the 13th in five years for the company.
Southeastern Laundry Equipment acquires Cochrane Repair Service
ATLANTA — Southeastern Laundry Equipment Sales (SLES), a provider of fully integrated commercial laundry solutions in the Southeastern United States, reports it has acquired Cochrane Repair Service, a specialized service-based company known for its expertise in commercial laundry equipment repair and maintenance in the Carolinas.
Terms of the deal were not disclosed. This strategic move further strengthens SLES’s commitment to delivering comprehensive, high-quality solutions to its expanding customer base.
Founded in 1983, Cochrane Repair Service has built a reputation for providing exceptional service and repair solutions across a variety of commercial laundry industries, including hospitality, healthcare, laundromats and dry cleaning.
Calendar of Events
As part of the acquisition, Jason Cochrane, second-generation owner of Cochrane Repair Services, will bring his extensive industry knowledge and customer relationships to the organization.
“We are excited to welcome Cochrane Repair Service into the Southeastern Laundry family,” says Josh Schell, vice president of service and parts at SLES. “Jason and his team’s deep expertise and commitment to service excellence perfectly align with our mission to provide superior, full-service commercial laundry solutions.
“This acquisition not only enhances our service capabilities but also expands our reach in supporting clients with critical maintenance and repair needs, continuing with our mission to be the industry leading distributor that’s ‘Built on Service.’”
“We are thrilled to join the SLES team and look forward to contributing to the company’s growth,” Cochrane says. “Together, we will provide an unparalleled service offering, ensuring that our customers have the support they need to maximize the performance and longevity of their laundry equipment.”
