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Secrets to becoming an award-winning operation January 2024 • Volume 50, Number 01
The Newspaper of Record for Laundry & Linen Management
Four laundry/linen companies that have garnered honors share how they created high-quality operational cultures BY MATT POE, EDITOR
A
ward-winning. Has a nice ring to it, doesn’t it? An award-winning laundry/linen service. Some laundry operations consistently earn honors like “best to sell for” and “safest facility” and “trustworthy” and “innovator.” The thing about being an award-winning company is that the honor isn’t about the award; it’s about what the award represents. This includes years of effort to become
the best laundry operation possible, in all areas of the business; satisfied, even ecstatic customers; and well-trained, happy employees. And so much more. So, what does it take for a laundry/linen service to elevate itself from satisfactory to award-winning? American Laundry News reached out to several award-winning laundry businesses to find out how they have achieved, and maintain, their business quality. The following “secrets to success” were shared by Donna Kish, content managermarketing for UniFirst Corp. based in Wilmington, Massachusetts; Brittany Nunez, corporate marketing coordinator for Healthcare Linen Services Group (HLSG) headquartered in St. Charles, Illinois; Bryan Bartsch, CEO of Ecotex with U.S. headquarters in Seattle; and Jerry Martin, vice president of sales and marketing for Prudential Overall Supply headquartered in Irvine, California.
UNIFIRST’S SIX STEPS
At UniFirst, we do more than just talk about our achievements, we live them. With a proven track record of exceptional customer service, impressive sales growth, dedicated employees and commitment to professional development, we are proud to be recognized as an award-winning company. Our accolades not only showcase our dedication to customer satisfaction, quality, and innovation, but they also fuel our passion to continuously raise the bar. We are driven to set new standards of excellence in everything we do. Here’s how we have been able to achieve much of our success. 1. Strong Values and Mission At the heart of UniFirst is our set of founding core values: “Customer Focus,
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(Photo: © Elnur_/Depositphotos)
Respect for Others, and Commitment to Quality.” Our mission is simple yet powerful: “To serve the people who do the hard work; helping them succeed and deliver for what gives their lives meaning.” By aligning our work with our core beliefs, we are able to gain a clear sense of direction that guides every decision we make. This value-driven approach inspires our employees, attracts loyal customers, and distinguishes us from our competition. (Forbes: America’s Best Large Employers; Forbes: Platinum 400Best Big Companies; Glassdoor: 25 Best Companies for Career Opportunities and Highest Rated CEO; TRSA Diversity Award; Named a Winning Company by 2020 Women on Boards) 2. Exceptional Performance and Results Award-winning companies always deliver exceptional performance and tangible results. We go above and beyond industry standards, setting new benchmarks for excellence. Whether it’s exceeding service levels and sales targets or achieving high customer satisfaction ratings, we are a performance-driven company. (Selling Power’s 50 Best Companies to Sell For; Seismic: Content Management Master Award for sales enablement; Boston Globe 100: Best Performing Company) 3. Innovation and Adaptability To thrive in a rapidly changing market, successful companies embrace innovation and adaptability. At UniFirst, we foster a culture of empowerment that encourages employees to think outside the box and find innovative solutions to complex challenges. By staying ahead of the curve and embracing change, we ensure that we
See Winning on Page 6
LATE NEWS Alsco Uniforms donates $50,000 to Maui Strong Fund SALT LAKE CITY — Alsco Uniforms reports that at its recent Managers Meeting in Maui, it donated $50,000 to Hawai’i Community Foundation’s Maui Strong Fund. The donation will provide vital financial resources for both immediate and long-term recovery efforts in the wake of the destructive Maui wildfires during August 2023. The Maui Strong Fund serves as a beacon of hope for communities grappling with the aftermath of the devastating wildfires. The $50,000 contribution from Alsco Uniforms aims to assist affected individuals and places, fostering resilience and aiding in the reconstruction of Maui’s vibrant landscapes. “Alsco Uniforms is deeply invested in the well-being of the communities we serve,” says Honolulu Branch General Manager Brian Arkle. “The Maui Strong Fund aligns with our values, and we are honored to contribute to the restoration and rebuilding efforts in the aftermath of the Maui wildfires.” Harmony Hallas, donor relations officer for Hawai’i Community Foundation, says, “We’re very appreciative of Alsco Uniforms’ commitment to Maui by holding their Manager’s Meeting at the Hyatt Regency Resort in Maui and providing this additional support to help the families recover from this tragedy.”
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January 2024 | American Laundry News
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Alsco Uniforms continuing, adding NBA partnerships Laundry provider working with five teams for the 2023-24 season
SALT LAKE CITY — Alsco Uniforms, which provides laundry services for linen, uniforms and facility services to customers including restaurants, healthcare, the automotive and industrial facilities, reports that it is working with five NBA teams during the 2023-34 season. The company will be sponsoring various mop/floor crews, providing linens and uniforms for facility employees, and in-arena advertising. “The Alsco Uniforms Floor Crew will be the keynote to our sponsorship(s) and really emphasize to businesses why It Pays to Keep Clean™ with Alsco Uniforms,” says Ben Fox, vice president of sales and marketing at Alsco Uniforms.
CONTINUING PARTNERSHIPS
For this season, Alsco is continuing its partnerships with the Utah Jazz as the official uniform and linen sponsor of the Delta Center and Zions Bank Basketball Campus and the Philadelphia 76ers. Alsco Uniforms provides arena linens and uniforms worn by food service, maintenance and custodial employees at the Delta Center. This year, the company is also the Official Sponsor of the Mop Crew, which encompasses the employees who keep the court clean and dry during breaks in game action and timeouts. Alsco Uniforms also provides many products at Delta Center that ensure fans experience a safe, clean environment while attending Jazz games, concerts and other events, including floor mats, restroom supplies and hand sanitizer. The company also provides hand sanitizer and floor mats and lin-
(Photo: Alsco Uniforms)
ens to the Zions Bank Basketball Campus. “The incredible service Alsco provides our Delta Center staff supports our ability to extend world-class hospitality to all guests who join us at the arena for a Utah Jazz game or countless other forms of entertainment,” says Chris Barney, chief commercial officer for the Utah Jazz. “We are thrilled to renew our partnership with Alsco Uniforms and continue building upon our collective goals.” Alsco says it is returning for a second season of partnering with the Philadelphia 76ers. As part of this partnership, Alsco Uniforms will be showcased on the Floor Crew shirts and pants and on the mop itself along with other inarena advertising to help promote its brand and showcase to 76ers fans why It Pays to Keep Clean™ with Alsco Uniforms. “Alsco has been an incredible
partner of the Philadelphia 76ers, elevating our team on and off the court,” says Owen Morin, 76ers senior vice president, corporate partnerships. “We’re fortunate to partner with a company in Alsco that shares the same passion for success as we head into the 2023-24 NBA season.”
NEW THIS SEASON
This year, Alsco Uniforms added three partnerships with NBA teams: the Orlando Magic, Milwaukee Bucks and Indiana Pacers. The Orlando Magic partnership will include Alsco company branding displayed during Magic home games on mops and the mop crew. “The Magic are excited to team up with an established, global brand like Alsco Uniforms,” says Magic Senior Vice President of Global Partnerships J.T. McWalters. “We look forward to integrating Alsco’s brand in unique ways
around the Magic experience, and showcasing all they can bring to consumers and businesses both in Central Florida and beyond.” The partnership will also feature additional brand integrations including in-arena signage and as the featured partner for the Magic’s halftime score on the team’s social platforms. Alsco Uniform’s new partnership with the Bucks also includes the company being showcased on the Mop Crew shirts and the mop itself throughout the season. Matt Pazaras, the Bucks’ chief business development and strategy officer, says, “We’re excited to partner with Alsco Uniforms. The Alsco Uniforms Mop Crew will be mopping the Bucks’ court in style during games this season, expertly outfitted with Alsco uniforms and mopheads.” Finally, Alsco Uniforms is also the official sponsor of the Indiana Pacers Mop Crew. Under this alliance, Alsco will equip the Pacers’ Alsco Uniforms Mop Crew with uniforms showcasing the adaptability and functionality of Alsco’s workwear, while the crew ensures a pristine playing surface for the team. The Alsco Uniforms Mop Crew will use branded mops courtesy of Alsco Uniforms. Terry Tiernon, Pacers SVP of Corporate Partnerships, remarks, “The Indiana Pacers are pleased to be partnering with Alsco Uniforms this season at Gainbridge Fieldhouse. “Alsco Uniforms is a trailblazer in their industry, and we enjoy working with a national company that has a strong local presence.”
INSIDE: 01
Secrets to Becoming an Award-winning Operation
Four laundry/linen companies that have garnered honors share how they created high-quality operational cultures
04 08 09 10
Always Try to be Safer Tomorrow
Columnist at Large David Griggs examines how to improve laundry safety in 2024
12
Meet this year’s panelists as they introduce themselves and their operations
15 16
HLSG Moves Toward Innovation, Growth Revisiting Safety with Less Labor, More Automation
Author says existing safety systems must be improved so employees aren’t exposed to additional risk
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NLRB Update Gallagher Uniform—130 Years and Counting
President answers questions about how Southwest Michigan company survives and thrives
TRSA Ends 2023 with Successful Events
Meetings include annual conference, healthcare conference/exchange, marketing/sales/service summit
2024 Panel of Experts ready to answer questions
18 19 20 23 23
Career Track Classified Advertising Source Directory Trade Ticker Calendar of Events
President
Charles Thompson
Publisher
Donald Feinstein Phone: 312-361-1682 E-Mail: dfeinstein@ ATMags.com
Editorial Director
Bruce Beggs Phone: 312-361-1683 E-Mail: bbeggs@ ATMags.com
Editor
Matt Poe Phone: 866-942-5694 E-Mail: mpoe@ ATMags.com
Production Manager Mathew Pawlak
Digital Media Director Nathan Frerichs Phone: 312-361-1681 E-Mail: nfrerichs@ ATMags.com
Advisory Board
David Barbe Janice Ayers Davis • Nick Fertig Deana Griffin • Cecil Lee Edward McCauley Jim Slatcher Main Phone: 312-361-1700 Fax: 312-361-1685
Subscriptions Subscriptions
847-504-8175 847-504-8175 ALN@Omeda.com ALN@Omeda.com www.americanlaundrynews.com American Laundry News (ISSN 1091-9201) is published monthly. Subscription prices, payment in advance: U.S. 1 year $50.00; 2 years $100.00. Single copies: U.S. $10.00. Published by American Trade Magazines LLC, 650 West Lake Street, Suite 320, Chicago, IL 60661. Periodicals postage paid at Chicago, IL, and at additional mailing offices. POSTMASTER, Send changes of address and form 3579 to American Laundry News, Subscription Dept., 125 Schelter Rd., #350, Lincolnshire, IL 60069-3666. Volume 50, number 1. Editorial, executive and advertising offices are at 650 West Lake Street, Suite 320, Chicago, IL 60661. Charles Thompson, President and Publisher. American Laundry News is distributed selectively to qualified laundry and linen management and distributors in the United States. © Copyright AMERICAN TR ADE MAGAZINES LLC, 2024. Printed in U.S.A. No part of this publication may be transmitted or reproduced in any form, electronic or mechanical, without written permission from the publisher or his representative. American Laundry News does not endorse, recommend or guarantee any article, product, service or information found within. Opinions expressed are those of the writers and do not necessarily reflect the views of American Laundry News or its staff. While precautions have been taken to ensure the accuracy of the magazine’s contents at time of publication, neither the editors, publishers nor its agents can accept responsibility for damages or injury which may arise therefrom.
1974 - 2024
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12/13/23 10:11 AM
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Quality, safety, success From The Editor’s Desk You may have noticed a little somediversity and sustainability efforts to thing different on the cover of this safety. month’s American Laundry News. Speaking of safety, this issue’s second A gold number 50. feature (page 10) by Donald Bock is It’s there because this year, we’re all about improving safety in a time of celebrating 50 years of this publication fewer employees and more automation. being known as American Laundry Also, our Columnist at Large David News. Griggs shares his thoughts on laundry Later this year, we’ll have a feature safety starting on page 4. about the history of the publication, Success runs through this issue with MATT POE but this issue isn’t about us; it’s about articles about TRSA’s events (page 8), helping you with your laundry and linen HLSG growth efforts (page 9), an introservice. duction to this year’s Panel of Experts The cover story should help as it’s about how (page 12) and a Q&A with 130-year-old Gallagher four companies created award-winning operations, Uniform (page 16). from the washroom floor to customer service, from Here’s to keeping it clean in 2024!
NOVO Health Services acquires EcoBrite Linen Company looks to expand its healthcare laundry reach in Chicagoland area
ATLANTA — NOVO Health Services, a healthcare industry linen management company based here, reports it has acquired EcoBrite Linen, a Chicago-area provider of healthcare linen and laundry services for long-term and acute care facilities. The acquisition marks NOVO’s investment in EcoBrite’s leadership and its customer-centric approach to healthcare linen services with the goal of expansion in the market, the company says. “This is an exciting time for NOVO and for EcoBrite,” says Karl Fillip II, president and CEO of NOVO Health Services. “We both have a common goal of improving the patient and resident experience, and together with the team already in place at EcoBrite, we can service more healthcare facilities throughout the Chicagoland area.” EcoBrite was founded in 2015 to provide an outsourced laundry solution for the long-term care industry. While most hospitals in Northern Illinois outsourced their laundry at that time, less than 5% of nursing homes outsourced. EcoBrite was launched to fill that void and offer turn-key healthcare linen and
laundry services for nursing homes and hospitals at a lower cost than other competitors or on-premises laundry options. EcoBrite developed several proprietary technologies that ultimately resulted in improved service levels, higher customer satisfaction, and lower overall costs. The success generated by these technologies at EcoBrite’s long-term care facilities quickly translated into expansion into the acute care hospital market which drove eight consecutive years of growth for EcoBrite. “We’ve been impressed with the management team at EcoBrite and know this will be a great partnership,” adds Fillip. “EcoBrite’s focus is on efficiency, consistency and higher quality control mirror those of NOVO, and we look forward to helping expand the reach of EcoBrite throughout the region.” “We are truly honored to become part of NOVO,” says Brian Polatsek, founder of EcoBrite Linen. “I look forward to the melding of our disruptive approach with the industry’s best to create something spectacular.”
(WE) = WEB EXCLUSIVE
Top Stories Appearing on americanlaundrynews.com for the 30 Days Ending Dec. 15.
NEWS
COLUMNISTS/FEATURES
OUR SISTER WEBSITES
• Orzetti Named CEO of ImageFIRST
• Wash Cycle Laundry Groundbreaker with New Boston-Area Plant
From AmericanDrycleaner.com:
• Cintas Opens Cleanroom Facility in Milwaukee Area • Sohn Linen Service Celebrates 90 Years • ImageFIRST’s HeroesFIRST Contest Winners Announced • NOVO Health Services Acquires EcoBrite Linen
• State of Hotel, Healthcare OPL Operations • Trending: Mergers, Acquisitions in Laundry Industry • Q&A: State of Laundry Chemistry and Hygienic Cleanliness • Richard Engler: Human Resources Challenges in 2024
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• Martinizing Cleaners to Open Three Stores in Texas • Reviewing Your Drycleaning Business Model From AmericanCoinOp.com: • San Francisco Utilities Commission Boosts ... • Laundromax Arrives in Texas with Fort Worth Store Opening
COLUMNIST AT LARGE David Griggs
Always try to be safer tomorrow W
elcome to 2024! I hope everyone had a great holiday season. If your laundry is like ours, surviving the delivery changes and more days off has been quite the challenge. From Nov. 1, all plans and thoughts are centered around making it to Jan. 8. Well, we are here, and I hope all your plans worked out. Now it is time to look at what we can improve in 2024. There is probably no better goal than that of improving safety in our facilities. Of course, having safety as a goal and figuring out how to get there are two completely different topics. While I am not the safety manager for our company, I have been here long enough to know what we were like before we started an emphasis on safety and how it has progressed. We recently celebrated 10 years without a lost-time accident in one of our facilities, which is incredible to me, even more so because it is not a highly automated facility. It is a facility that the JUST SPENDING MONEY ALSO management team just decided that it may not DOESN’T MAKE ANY PLACE be the most efficient SAFER IF THAT IS THE ONLY laundry facility, but it going to be the safACTION YOU ARE GOING TO TAKE. was est facility. They work on this goal every day. SAFETY IS A MINDSET AND NO Since the no-lost-time AMOUNT OF SPEND CAN CHANGE streak began, it has also evolved into a well-run A MINDSET ON ITS OWN. facility by all metrics that you can judge a facility on. I thought this month I would share several suggestions based I what I have seen on creating a safer working environment, I hope that you may pick up a few ideas from them. You can’t buy a safe working environment. Our early safety meetings would always get bogged down in wanting to make some huge change that required quite a capital investment. Don’t get me wrong, if you have an unsafe machine it needs to be replaced. But the thinking of “this old facility can never be a safe working environment” just isn’t accurate. Just spending money also doesn’t make any place safer if that is the only action you are going to take. Safety is a mindset and no amount of spend can change a mindset on its own. Your employees are your safety culture. Safety may be organized by management, but it must be driven by the employees. Employees watching out for each other is the goal of any safety program. I was working on a machine in one of our facilities the other day. The plant had one of their four ironers turned off due to a high number of call-offs on that day. Two production employees came by and performed a safety audit of the machine I was looking at. Worrying about safety even when CHAOS CREATES ACCIDENTS. I you are short-staffed truly shows how important HAVE BEEN IN FACILITIES WHERE safety is in that facility. “This is the way we IT WAS AS IF YOU COULD FEEL have always performed THE CHAOS. THE PLANT MAY BE this task” is the biggest hurdle to gaining a CLUTTERED WITH UNNECESSARY safe work environment. ITEMS OR THERE WAS JUST A You see this is in every department of a laundry. TENSION IN THE AIR. Sometimes it seems we want a merit badge
See At Large on Page 11
12/13/23 1:10 M
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January 2024 | American Laundry News
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Winning
Continued from Page 1
can always deliver. (Wearables Magazine: Apparel Design Awards, Best Polo; OSHA’s Highest Workplace Safety Award; TRSA Safety Award; Apparel Magazine Top 50 Apparel Companies List; OH&S Platinum Industrial Hygiene Award in the Protective Clothing category) 4. Investing in Employee Engagement and Development The success of any company is deeply tied to the engagement and development of its employees. At UniFirst, we prioritize the well-being of our team members, fostering a positive work culture that encourages growth and advancement. Through our investment in professional training programs, mentorship initiatives and employee recognition programs, we have not only earned awards, but also built a motivated and dedicated workforce who consistently strive for excellence. (Stevie Award for Best Customer Service Training Programs, Best Recruitment Initiatives, and Best Sales Training Programs) 5. Putting Customers First Customer satisfaction is our top priority. We go above and beyond to deeply understand our customers’ needs, preferences and pain points. By building strong relationships and delivering exceptional experiences, we become trusted partners in our customers’ success. We believe in cultivating long-term relationships and creating “Customers for Life.” (Newsweek: one of America’s Best Customer Service providers) 6. Social Responsibility and Community Impact We understand the importance of giving back to the communities we serve and making a positive impact where we live and work. We actively engage in corporate social responsibility initiatives, whether through charitable contributions, environmental sustainability efforts or partnerships with nonprofit organizations. By demonstrating a genuine commitment to making the world a better place, we inspire trust from our customers and the communities at large. (Barron’s: Ranked as one of the 100 Most Sustainable U.S. Companies; Best in Biz Award for Corporate Social Responsibility; TRSA Community Service Award; Wastewater Treatment Awards-several at local level) UniFirst has become an award-winning company by embodying strong values and a clear mission, delivering solid year-over-year performance and results, embracing innovation and adaptability, investing in employee engagement and development, putting customers first, and demonstrating social responsibility and community impact. Our commitment to excellence, customer satisfaction, and making a positive difference will serve to fuel our continued success.
HLSG KEY DRIVERS
HLSG, which includes Superior Health Linens, Textile Care Services, Logan’s, Reino and LinenKing, has more than doubled in size over the past three years while winning awards because of our ability to focus on key drivers of the business: • Organic growth. • Inorganic growth. • Efficiency. We leveraged our: • Experience, having been at this for
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UniFirst’s sales training team accepts the company’s Seismic Award. (Photo: UniFirst Corp)
Brothers Bryan (left) and Brendon Bartsch of Ecotex with the vintage Southgate Cleaners sign. (Photo: Ecotex)
over 100 years. • Quality, having all HLSG plants HLAC certified. • Capacity and multi-plant redundancy, which allow us to grow with our customers and guarantee service levels. • Reliability: Investments in our technology infrastructure allow HLSG to keep a hand on the pulse of the business and stay consistent. • Value: HLSG partners with its customers to assist them in ways that save time and money. Michelle McNeil, director of safety for HLSG, mentions that one of the ways she has found that motivates the plants to continue striving to award-winning cleanliness and organization is praising the things that already are being done correctly and top tier.
2013. Brendon has worked in many parts of the company to learn the business and filled various open positions during our growth. He started working on the Ecotex hospital linen distribution team, where he learned the service from the customer’s end. His hands-on approach and adaptability have allowed him to help support the company’s growth in many roles to strengthen the company. Today, Brendon is a regional manager. The family team has been highly effective, growing the company into a multiregion healthcare laundry service leader. We are healthcare market leaders in British Columbia, Ontario, the USA Midwest and the USA Southwest. The Ecotex Group of Companies includes Ecotex Healthcare Linen Service, Midwest Healthcare Linen Service and Ameritex Services. We continue to expand with organic wins, greenfield projects and acquisitions. Our team of 1,500-plus employees supply North American hospitals with more than 1 million pieces of hygienically clean healthcare linen every day. We offer a comprehensive range of patient apparel, bedding, PPE, scrubs, surgical linen and related product distribution. In addition to healthcare laundering services, we also offer hospital site-based services where our company staff work at hospitals to provide on-site linen management and linen distribution services. In collaboration with our customers, our team has developed many service and product innovations to enhance value, sustainability, safety, quality and efficiency.
ECOTEX: ALL ABOUT FAMILY
The Bartsch family has been providing laundry services for 64 years, spanning three generations. Eldon and Ruth Bartsch opened Southgate Cleaners, a small local cleaning service back in 1959. As a young couple, they operated their small business while they raised their family of three children. Their son, Randy Bartsch, joined the family business to help his parents operate their company. In 1974, Randy expanded the company into a multi-location regional laundry service company, known as Act-1 Uniform Services. The company began serving its first healthcare customer in 1982. Fifteen years later, in 1997, Randy realigned the company to focus exclusively on healthcare. The company was renamed Ecotex Healthcare Linen Service. Now in our third generation of family leadership, the Ecotex group of companies is a multi-generational family enterprise. Bryan Bartsch, the eldest grandson, joined the family business in 2002. The company was retooling and installing its first highly automated tunnel washing system to support the growing healthcare business. Bryan brought a strong work ethic and a desire to improve the family business. His skills were a strong match and proved to be important during this new era of automation and healthcare-centric focus. Bryan worked with customers to refine the product offerings and improve the company’s operations. Bryan’s younger brother, Brendon Bartsch, joined the growing company in
PRUDENTIAL OVERALL SUPPLY’S GUIDING PRINCIPLES
Prudential Overall Supply, a company with a legacy dating back to its founding in 1932, specializes in delivering reusable rental industrial and cleanroom workwear and associated services to a diverse range of industries. The company’s commitment to excellence is underscored by its noteworthy achievements in employee satisfaction and sales performance. In acknowledgment of its dedication to fostering a positive workplace environment, Prudential Overall Supply was honored with the Top Workplaces 2022 distinction by the Orange County Register Top Workplaces. This recognition is particularly notable as it is exclusively based
on feedback from employees. Facilitated by Energage LLC, a trusted employee engagement technology partner, the confidential survey delves into 15 key culture drivers critical to organizational success, encompassing aspects such as alignment, execution and connection. Additionally, Prudential Overall Supply has solidified its position as a national B2B sales organization leader by securing the fourth spot on the Selling Power 50 Best Companies to Sell For 2023 List. This marks an impressive sixth consecutive year of recognition on this prestigious list, which has been consistently published by Selling Power for 23 years. Prudential’s success can be attributed to a combination of key factors, including a focus on employee engagement, the implementation of effective sales strategies, innovation and adaptability in response to market changes, a customer-centric approach, active involvement in corporate social responsibility initiatives, leadership excellence, a commitment to continuous improvement (ISO 9001:2015 certified for all operations and corporate services), and transparent communication practices. Prudential does its best to practice the guiding principles of its Mission Statement—Prudential Overall Supply is committed to excellence in: • Delivering quality service and products that meet or exceed customer requirements and earn customer satisfaction. • Developing all team members to achieve their full potential. • Providing a safe, clean and efficient work environment. • Conducting all business relationships with integrity. In 2000, third-generation CEO John Clark took the helm of the organization with a goal of building on his grandfather’s and father’s legacy to do what’s right for Prudential’s customers, employees and the communities the company serves. Ultimately, these accomplishments can only be achieved through the work of the entire organization. Prudential’s Founders statement captures the company’s spirit: “Tell the customer exactly what we can and cannot do. Then, do everything we have promised and expect a fair price for our services. If we all do this, we will grow, retain our customers and prosper.” — John D. Clark, founder.
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January 2024 | American Laundry News
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TRSA ends 2023 with successful events Meetings include annual conference, healthcare conference/exchange, marketing/sales/service summit
ALEXANDRIA, Va. — TRSA, the association for linen, uniform and facility services, reports that its three in-person conferences and summit that took place in the fourth quarter of 2023 were all successful encounters. The events included the 110th Annual Conference, 12th Annual Healthcare Conference and Exchange, and 6th Annual Marketing, Sales & Service Summit
Colorado Springs, Colorado.
12TH ANNUAL HEALTHCARE CONFERENCE AND EXCHANGE
110TH ANNUAL CONFERENCE
TRSA’s 110th Annual Conference was held in October at The Ritz-Carlton Tiburon Golf Resort Hotel in Naples, Florida. Nestled between the beach and the golf course, the conference connected key linen, uniform and facility services industry leaders, allowing an opportunity to mix professional development and industry updates with several networking opportunities, including an interactive charcuterie building challenge, the TRSA Open Nine-Hole Golf Tournament and an optional brewery tour. UniFirst’s Executive Vice President Michael Croatti, who has attended four annual conferences, enjoys attending the TRSA Annual Conferences for the chance to network and learn from others. He was impressed by the 2023 Naples location and said, “It was a great destination, with good networking opportunities, fun team-building events and valuable insights. I took three pages of notes.” The 110th Annual Conference’s agenda offered a wide range of general and breakout sessions, including a pair of keynote speakers. Walter Bond, a former NBA player who is now a motivational speaker, best-selling author, business coach, and co-founder of a leading professional training and development organization, talked about using motivation to overcome obstacles that stand in your way, allowing your business to generate momentum toward winning. The second keynoter, Andrew Davis, CEO, Monumental, has been recognized as one of the industry’s “Jaw-Dropping Marketing Speakers” and is a mainstay on global marketing influencer lists. Davis has crafted documentary films and award-winning content. During his keynote session, titled “The Cube of Creativity: Why adding constraints sparks innovation, action and delivers out-sized results,” Davis discussed how some threats help spark creativity and innovation. Four breakout sessions at the conference included the following topics: • Hiring and retention. • A panel of Environmental, Social and Governance (ESG) experts. • Economic and Industry Update from the Robert W. Baird Facility & Industrial Services Research Team and Andrew Wittmann CFA, director, senior research analyst. • Intelligent business growth. Attendee Jim Buik, president and owner of Roscoe Co., was impressed with the AI general session, Artificial Intelligence (AI): From Sci-Fi to Production and Profitability, that Charles Irizarry led. Buik stated, “I picked up some great ideas from Andrew’s session.” A global panel included Hartmut Engler, managing director, CWS Workwear
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Andrew Davis, CEO of Monumental, discussed how some threats help spark creativity and innovation during TRSA’s Annual Conference. (Photos: TRSA)
International, Duisburg, Germany; Ray Hayes, executive director-innovation & capability, Specialized Linen Services, Victoria, Australia; Jim Kearns, executive vice president, Alsco Inc., Salt Lake City; and Xavier Martiré, CEO, Elis Group, Saint Cloud, France. The panel focused on industry growth from a global and local perspective. Buik added, “Ray (Hayes) provided the best insights that a local independent could use.” During the State of the Association and Annual Membership Meeting, TRSA leaders provided an annual update on the association’s finances and member-driven initiatives. At the meeting, attendees saw the reelection of three board members—Brian Herington, PureStar Group, Las Vegas; Liz Remillong, Crothall Laundry Services, Huntersville, North Carolina; and Steve Sintros, UniFirst Corp., Wilmington, Massachusetts—as well as the election of new board members Theresa Garcia, Division Laundry and Cleaners, San Antonio, and Josh Wildman, Wildman Uniform and Linen, Warsaw, Indiana. During the meeting, attendees also gained insight into the development of TRSA certification programs, in-person and virtual events, information-sharing opportunities, and industry-specific training. The 110th Annual Conference also offered Industry Awards recognition, including the Operator and Supplier Partner Lifetime
Achievement Awards. Jim Vaudreuil, president, Huebsch Services, Eau Claire, Wisconsin, accepted the Operator Award, while Jeff Belcher, the former president and owner of Alliant Systems, Irving, Texas, was selected as the MaglinBiggie Lifetime Achievement Award honoree for supplier-partner executives. For more information, visit www.trsa.org/awards. The event kicked off with a Supplier Partner Council meeting and welcome reception for all attendees. Activities for spouses and/or significant others included a welcome meet and greet, morning yoga class on the beach and a chef-led cooking class. Sponsors of the event included Royal Basket Trucks, JENSEN USA Inc., Kannegiesser ETECH, Ellis Corp., Pellerin Milnor Corp., Unitex International Inc., G.A. Braun Inc., Brim Laundry Machinery Co. Inc., Lavatec Laundry Technology Inc., Monarch Brands, Alliant Systems, ARCO/ Murray and The Clean Show presented by Texcare. Kasey Wahl, sales and marketing director, Amtex Innovations, summed up the conference by noting, “The conference was great, the keynote speakers were awesome, breakout sessions fantastic and the networking is unbeatable. I highly recommend coming to the Annual Conference.” Next year, the 111th Annual Conference will take place Sept. 24-26 at the Broadmoor,
Nathan Bays, a healthcare M&A specialist at Citi, discussed the latest trends and opportunities in the healthcare economy during TRSA’s Healthcare Conference and Exchange.
TRSA’s 12th Annual Healthcare Conference and Exchange took place in November in Memphis, Tennessee. The event brought together industry leaders and experts to share insights and best practices for serving the healthcare market sector. The conference featured a keynote session by Nathan Bays, a healthcare M&A specialist at Citi, who discussed the latest trends and opportunities in the healthcare economy. Bays also shared insights on how healthcare operators can optimize their performance and deliver more value to their customers. Following the keynote, a panel of technology experts from LinenMaster, Ecotex Healthcare Linen Services and NOVO Health Services shared their experiences and tips on using technology to enhance customer satisfaction and retention. The panel was moderated by Daniel Sanchez, the vice president of sales and marketing at Emerald Textiles. The conference also included a presentation by Dr. Katie Laird, the head of infectious disease research at De Montfort University. She explained the current and emerging methods of microbiological testing in the commercial laundry industry. Kevin Schwalb, the vice president of government relations at TRSA, provided an update on the organization’s advocacy efforts and the key regulatory issues affecting the industry. Chuck Rossmiller, the senior director of national field sales at Medline, presented the findings of the TRSA Healthcare Committee’s healthcare trends survey, which revealed the latest data and trends in the healthcare linen market. Rossmiller also engaged the audience with interactive live polling to get their feedback on the survey results. The attendees had the opportunity to choose from two breakout sessions, one focusing on linen-loss prevention in the acute-healthcare sector and the other on employee-engagement strategies in the nonacute healthcare sector. The first day of the conference concluded with two more panel discussions. The first featured executives from Crothall,
Ed Kwasnick, director of business development for ARCO/Murray, delivered a general session expanding on keys to creative value-based customer relationships during TRSA’s Marketing, Sales & Service Summit.
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Ecotex Healthcare Linen Services, HHA-FMA Laundry and HandCraft Services. These company leaders shared their perspectives on the challenges and opportunities of serving the healthcare market, both acute and nonacute. The panel was moderated by Liz Remillong, vice president of strategic alliances at Crothall. Alsco Uniforms’ Healthcare Marketing Manager, Sara Oser, found the panel to be the most engaging session. “It was like a crystal ball into the future of laundering,” she said. “Navigating through this insightful session not only gave us a sneak peek into where the industry is headed but also served as a compass on how to best target our market. “Exciting times are ahead for those who dare to follow the trends.” The second panel featured investment bankers from CIBC U.S. Middle Market Investment Banking, Stephens Inc. and Piper Sandler, who spoke on the role and impact of private equity in the healthcare linen industry. The panel was moderated by Andy Kratky, CEO of Emerald Textiles. Healthcare conference attendees got a benefit by participating in the Exchange, TRSA’s online planner tool which allows attendees to efficiently schedule 15-minute, customized in-person meetings between TRSA Operator Members and Supplier Partners. The Exchange earned positive reviews from attendees such as Dan Flaherty,
senior energy consultant, APPI Energy. He described the Exchange as, “a highly valuable and unique tool for members to connect with service providers.” The conference concluded with a tour of Medline Industries’ facility in Southaven, Mississippi. There the attendees saw a 1.2-million-square-foot, medical-grade distribution center that serves over 1,000 healthcare facilities in the region. Next year’s TRSA Healthcare Conference will be held at the Westin Buckhead in Atlanta on Nov. 13-14, 2024. Learn more at trsa.org/healthcaresummit.
6TH ANNUAL MARKETING, SALES & SERVICE SUMMIT
Memphis was also the location for the 6th Annual Marketing, Sales & Service Summit in November. TRSA said it was the most well-attended Marketing Summit to date. Adding service to the mix for the first time reinforced the importance of a team approach to customer satisfaction and retention in the linen, uniform and facility services industry. In his keynote address, Ben Kniffen, the CEO of Linked Selling, expanded on the success formula of hitting the right person with the right message with the right delivery through tools and practices that he calls, “The Ultimate Client Acquisition Playbook.” Kniffen returned for one of the breakout sessions that focused on marketing and how
to combine the best mix of LinkedIn, SEO, paid ads and other channels to create unbeatable omnichannel marketing campaigns. A two-part breakout session, titled “The Service Side of Sales and the Sales Side of Service,” with Steve Royals and Ray Shabandarian, both from Performance Matters, discussed creating a balance between sales and service and how to apply service skills to sales and apply sales skills to service. A hands-on group exercise had attendees break into small groups to create, review and present a new account installation checklist. Ed Kwasnick, director of business development, ARCO/Murray, defines a trusted adviser as someone whose judgment and perspective rate highly in multiple capacities. Kwasnick delivered a general session expanding on the three keys to creative value-based customer relationships: expertise, transparency and solutions. During the breakout session for video marketing, Ashley Carroll, Prudential Overall Supply, and Emily Hauber, CITY Laundering, compared the processes of in-house vs. outsourced video production and walked through a 10-step checklist needed for success regardless of the platform you choose. The final session ended with a lively panel discussion that featured some of the top marketing talent from several operators in the linen, uniform and facility services industry sharing their stories of successes as well as challenges and where they see the
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industry heading. Panelists included Kelsey Breeden, director of marketing, Wildman Uniform and Linen; Asit Goel, VP of marketing, UniFirst Corp.; Tracy Chamblee, VP of marketing, Nixon Medical; and Ben Fox, VP of sales & marketing, Alsco Inc. One of the most requested sessions was Conversation Starters, where attendees can sit with other operators and suppliers in small groups and share views about specific topics in the industry. The culminating event of the summit is the awarding of the “Best-of-the-Best” marketing idea, a fun contest between attendees who share one of their successful ideas throughout the day. Attendees all voted, and Alsco Uniforms’ video highlighting their top sales performer in a spin-off of Indiana Jones was selected as the winner. “This year’s Marketing, Sales & Service Summit was the best to date that I have attended,” said Hauber. “The speakers and the breakout sessions were diverse and left me with some good takeaways.” Kasey Wahl, sales and marketing director, Amtex Innovations, added that, “It’s great to see how many people continue to value the information they receive at this conference and come back every year.” Next year the event will be at the Westin Buckhead in Atlanta on Nov. 12, 2024. Learn more at trsa.org/marketingsummit.
Healthcare Linen Services Group moves toward innovation, growth ST. CHARLES, Ill. — Healthcare Linen Services Group (HLSG), a provider of healthcare linen and laundry services, reports it is focusing on innovation and growth in several ways. The company recently held its Annual General Managers Meeting and Human Resources Summit, acquired land in the Midwest for a new facility and underwent a series of significant technological advancements.
GENERAL MANAGERS MEETING AND HUMAN RESOURCES SUMMIT
HLSG says its Annual General Managers Meeting and Human Resources Summit was a resounding success and is set to propel the company and its employees into the upcoming year with a renewed focus on innovation and growth. This annual gathering brought together HLSG’s most influential leaders and HR professionals to share insights, collaborate on strategies and chart a course for the future. The event provided a unique platform for in-depth discussions, knowledge sharing, and the introduction of cutting-edge ideas and practices to enhance HLSG’s operations and the overall employee experience. Key highlights of the General Managers Meeting and Human Resources Summit include: • Innovation for a Promising Future: HLSG is committed to staying at the forefront of the healthcare linen and laundry industry. The summit focused on fostering innovation with a particular emphasis on the adoption of the latest technology and practices. This ensures HLSG continues to provide top-tier services to its customers while
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improving operational efficiency. • Growth and Expansion: HLSG is poised for growth in the coming year, with ambitious plans for expansion. The summit provided a strategic platform for discussing growth opportunities, industry trends and ways to drive the company’s production to new heights. • Employee Well-being: The company’s commitment to its employees was evident throughout the summit. HR professionals collaborated to introduce new initiatives aimed at enhancing the work environment, employee benefits and career development opportunities. These efforts are set to bolster HLSG’s reputation as an employer of choice. Joseph LaPorta, the CEO and president of HLSG, shared his enthusiasm for the outcomes of the event, stating, “The Annual General Managers Meeting and Human Resources Summit have been instrumental in aligning our leadership with our vision for the future. We are committed to not just meeting industry standards but raising the bar, exceeding expectations, and ensuring the well-being of our employees. “HLSG’s focus on innovation and growth will propel us to new heights in the year ahead.”
MIDWEST ACQUISITION
In November, HLSG continued expansion plans in the Midwest with the acquisition of land for a new facility to provide additional capacity and capabilities in the Wisconsin and Illinois markets. The decision to establish a new facility in the Wisconsin/Illinois region aligns with HLSG’s broader growth strategy, aiming to enhance its footprint across the Midwest
and South Regions. With a current network comprised of 20 processing plants and two depots, HLSG says it efficiently serves more than 2,000 customers in 15 states. The newly identified location is part of a comprehensive expansion plan that underscores HLSG’s dedication to meeting the increasing demands of both the Acute and Non-Acute customer base. “HLSG continues to make meaningful investments in our current facilities with new equipment, automation, and updates; however, we are also investing in new expansion markets with new facilities as well,” LaPorta says. This strategic acquisition represents a significant milestone for HLSG’s commitment to staying at the forefront of technological advancements and industry best practices, according to the company. The additional facility in the Midwest market allows HLSG to better serve existing clients while catering to the evolving needs of healthcare facilities in the region.
TECHNOLOGICAL ADVANCEMENTS
In September, HLSG announced a series of significant technological advancements that mark a strategic commitment to supporting future growth and enhancing operational efficiencies across its divisions. “We have embarked on a transformative journey by implementing several crucial technology upgrades,” says Becka Johns, director of IT. “These initiatives include the replacement of all end-user computers at Linen King, a comprehensive re-architecture of our network infrastructure to create a unified environment across all divisions and the adoption of an advanced security analytics platform for event ingestion, correlation
and analysis.” One of the pivotal aspects of HLSG’s technological advancement is the enhancement of its business intelligence capabilities. The company is actively working on integrating data systems, including NetSuite ERP, laundry ERPs, and HRIS, into Microsoft Power BI for advanced reporting and analytics. These upgrades bring forth several benefits, such as improved efficiencies through data automation, real-time data accessibility from anywhere, increased transparency into operational drivers and the delivery of actionable data to decision-makers. “In July, we successfully decommissioned the legacy Enterprise Resource Planning (ERP) systems within each of our five business segments and launched our NetSuite environment,” shares Larry Tosh, vice president and corporate controller. “This transition has fundamentally transformed our accounting and reporting systems from multiple server-based environments to a single, cloud-based platform, facilitating easier access to critical information across our organization.” The centralization of data through NetSuite has streamlined data analysis and reporting, enabling HLSG to better manage its business operations. This central repository not only enhances data integrity but also strengthens information security and internal controls, according to the company. In tandem with the NetSuite implementation, HLSG has optimized its Order to Cash process through a unified workflow tool. These combined efforts have yielded improved metrics for evaluating capacity and staffing needs, providing a clearer path for strengthening internal controls and identifying opportunities for future enhancements.
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Revisiting safety with less labor, T more automation
BY DONALD BOCK
Author says existing safety systems must be improved so employees aren’t exposed to additional risk
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he textile rental industry has seen significant change over the past several years as it recovers from the pandemic and attrition caused by employees voluntarily leaving their positions for various reasons. This has caused the industry to revamp the way it does business by relying more on automation and simply doing more with fewer people. While these situations are not mutually exclusive, they do require the industry to revisit how existing safety systems within the organizations must be improved to ensure fewer people doing the work are not exposed to additional risk.
SAFETY SYSTEM EVALUATION
Organizations must evaluate whether or not the safety systems that are in place are effective in this new environment. Does the organization have systems safety or is it safe by accident? Does safety get the same attention as production, service and quality? Now that there are fewer employees, the organization must ensure that safety represents the fourth leg of the operational stool. Success means producing quality hygienically clean textiles and serving customers who benefit from those textiles without exposing employees to undue risk. If the organization is to be successful, it must adopt a form of system safety. Without a system, the safety of an organization is subject to myriad elements, not the least of which is luck. System safety is a systematic and proactive approach to managing safety risks. Risk management activities are at the heart of system safety, including the identification of safety hazards, risk assess-
ments, and risk mitigation and prevention. The four pillars of system safety are to prepare, prevent, protect and respond.
AUTOMATION AND SAFETY
Once a system approach to safety is adopted, then implementing concepts such as automation can be considered. Before automating any process in the laundry, a study should be conducted to identify risks or hazards the automation might present. Shuttles, conveyors, presses and other components that operate automatically and without warning must be considered. How might the washroom operator who is now subjected to the automatic movement be injured?
IF THE ORGANIZATION IS TO BE SUCCESSFUL, IT MUST ADOPT A FORM OF SYSTEM SAFETY. WITHOUT A SYSTEM, THE SAFETY OF AN ORGANIZATION IS SUBJECT TO MYRIAD ELEMENTS, NOT THE LEAST OF WHICH IS LUCK. Preparation is performing a thorough analysis of the operation and considering solutions to any risks prior to installation. Plans to prevent the operator from entering the area until he/she has disabled and locked out the automated equipment must be developed. Using a process that prevents exposure to the operator protects both the operator and the organization. Response would be identifying any weaknesses in the plan and addressing those weaknesses as they occur. These
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plans can’t be simply to place signage in the washroom warning of the hazard. Textile rental industry operations over time have erred in over-reliance on signage. Regulatory agencies require the use of signs; however, the signs, in themselves, provide little effectiveness in preventing risk. Signs simply become white noise that gets little attention after exposure to them over a period of time. Signs are helpful but not the best way to convey safety messages. Often, operators post signs warning employees of potential hazards and assume that their responsibility has been fulfilled. The more effective means of warning employees of the hazards associated with their job is to provide training specifically identifying the hazards and the means to prevent injuries. In addition, operators must expect employees to recognize and report hazards as they occur in the workplace.
that the original training was not effective. In a program that uses system safety, proper training is integral in preparation for, and prevention of, injuries, it is not foolproof. It’s not enough to determine that training has been conducted. The organization must develop a means to measure its effectiveness. Once the training has been completed and serves as an antecedent to the performance of the job, much the same as a sign serves as an antecedent, supervisors, leads and managers must observe the job being completed in order to ensure it is being performed properly. Feedback, both positive and constructive, should be used to reinforce the proper performance of an activity. Without feedback, the employees assume that the job is being done properly even when it’s not.
MORE NEED FOR SAFETY TRAINING
At Large
Operators must ensure that employees receive proper training specific to the tasks to which they are assigned. As the industry sees more operations where staff is reduced due to automation or attrition, it becomes more important that the training of individuals becomes more powerful. It’s not enough to expose the individuals to the training topic. The training must ensure that the individuals understand and can demonstrate proficiency. Proficiency means not only to operate the equipment but to operate it in a manner that protects the employee and coworkers from hazards. Each training module should have a test or proficiency evaluation as the final step in the training. This step would help ensure that employees are actively participating in the training in order to demonstrate their understanding of the subject. The inclusion of a proficiency element would prevent the need to retrain when an employee has failed to perform as expected. Retraining due to a failure is evidence
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for doing tasks the hardest way possible. Analyzing every job to see how you can make it easier helps both with safety and employee turnover. Chaos creates accidents. I have been in facilities where it was as if you could feel the chaos. The plant may be cluttered with unnecessary items or there was just a tension in the air. We’ve had plants with horrible safety records. We couldn’t go 10 days let alone 10 years without some type of mishap. Those plants, at the time of all the safety issues, were plagued with equipment and management issues. Bad safety was just what showed the most. A clean, organized facility is a great first step in creating a safe environment. Teamwork makes all jobs safer.
BEYOND THE WASHROOM FLOOR
To further the discussion of observation and feedback, management should develop in their system a relationship with their employees that connects working safely with life outside of work. Ensuring that employees know how a work-related injury has a negative impact on their lives is critical to getting the performance/behavior that is expected. Things like the inability to do activities that an employee normally enjoys— attending kids’ games, attending sporting events, participating in sporting activities, handling day-to-day chores and providing for the family are all examples of the negative impact that an injury can create. Additionally, life outside of work is impacted by visits to healthcare providers and physical therapy that consume hours in a day. It’s not enough to “tell them” how to
Virtually every accident we have ever had involved an employee performing a task on their own. As I stated earlier, employees watching out and helping each other will greatly reduce accidents. I know there are quite a few tasks performed by employees when no other employees are around, but these tasks need to be the outlier, not the norm, in your facility. These jobs should be looked at intensely so that everyone knows what the job hazard may be. Thoroughly investigate every accident to see how it can be prevented. Never chalk up any incident as “accidents happen.” The goal is to be safer tomorrow than you are today. I once ran a facility that was coming up on two years without a lost-time accident. I would walk the floor every day looking for any task we could improve on, looking at how every
work safely. It is far more impactful to explain why working safely will benefit the employee and his/her family.
FINAL THOUGHTS
In conclusion, now that the industry is feeling the effects of a reduced workforce, it is in a position where it must pivot from the traditional approach of simply processing clean textiles and delivering them to customers while overlooking operational safety to ensuring that the safety of the depleted workforce is considered of equal importance. Automation can assist in this area; however, as we saw, automation presents risks that require preparation, prevention, protection and response. Donald Bock, ARM, is principal of Seabright Safety Solutions Inc. in Santa Maria, California.
employee performed their task. We had an employee get hurt doing something that no one told him to do that had nothing to do with his job. I was devastated; I don’t think I slept for a week. I couldn’t see how I had missed this potential accident, but then I realized I was looking at this whole process wrong. Our goal was to make our facility safer, and I believe we had. There is no telling how many potential accidents we had stopped, but I was judging our whole system on one mistake by one employee. My final bit of advice is if you do have an incident, don’t get down on your program. Investigate the incident, look at how you can improve and move forward. Always try to be safer tomorrow. David Griggs serves as general manager for Superior Linen Service’s healthcare division based in Oklahoma.
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PANEL of EXPERTS
2024 Panel of Experts ready to answer questions
side of the desk,” and I accepted the national manager of value-added solutions position with ADI-American Dawn Inc. This expanded and solidified our “consultative services” to our customer base and beyond. Still today, we help our customers with internal production audits, external usage audits, linen in-service training and educational training for everyone/anyone involved. In early 2022, I was promoted to national sales manager, the position I enjoy today. While ADI is based in Los Angeles, I reside with my wife and our dogs in the Nashville, Tennessee, area.
Textiles Carl Rocco Manchester Mills, Tampa, Fla.
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stand at the forefront of one of the world’s largest and fastest-growing industries. As the director of healthcare business development and sales for Manchester Mills, I am passionate about developing and delivering solutions to meet the unique needs of new and existing healthcare partners. With more than 25 years of experience across the healthcare textiles, food service, uniform and technology sectors, my approach to business development and retention is genuinely rooted in enhancing each customer’s knowledge about products, services and trends.
Chemicals Supply Leonardo Gastelum Norchem Corporation, Los Angeles, Calif.
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Equipment Manufacturing Chuck Anderson Chicago Dryer Company, San Diego, Calif.
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am director of strategic accounts for Chicago Dryer Co., a fourth-generation family-owned equipment manufacturing company focused on providing worldclass finishing equipment. The company was founded in 1892 and is based in Chicago with additional manufacturing and engineering support in Switzerland. I support eight of our top distributors in 15 states, Western Canada and Mexico. I have been with Chicago for over 12 years and have been in the industry for 38 years. My diverse background in the industry allows me to provide properly guided solutions for our customers. I am also able to help troubleshoot and optimize performance of our equipment while on-site, which is a value-add to our customers. I believe I have had a very unique journey in the industry, which started when I was 15 years old working in my family’s laundry chemical business. During this time, we also had a division that designed and installed on-premises laundries for Baring Industries, Washex of California and Engle Machinery. In the early ’90s, I took a position as the laundry mechanic for Loews Coronado Bay Resort in San Diego, at the same time we were building the laundry for the new Grand Manchester Hyatt in San Diego.
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Meet this year’s panelists as they introduce themselves and their operations while sharing accomplishments and discussing the challenges of their industry segments.
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I ended up becoming the laundry mechanic for both properties for a short time and later became assistant director of engineering/energy manager for the Hyatt property. While still moonlighting for my parent’s company on the installation side, I had an opportunity to get into sales with Washex of California in 1995. Since then, I have also held sales positions with G.A Braun Inc. and Ellis Corp. I think my unique experience in chemicals, hospitality, service and sales will be beneficial to the Panel of Experts and hope the readers will be able to gain something from my experiences.
Uniforms/Workwear Manufacturing Duane Houvener ADI-American Dawn Inc., Los Angeles, Calif.
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lthough it feels like yesterday, it’s been over 25 years since I accepted a job and fell into a career in the laundry industry. That year was 1997 and the job was a regional sales manager for a linen supply company located in Northern Michigan.
However, the job that provided the fuel to ignite my career started in 1999 at West Michigan Shared Hospital Laundry (WMSHL) in Grand Rapids, Michigan, as a soiled room supervisor. It was there that I learned more about textiles/chemistry/ production/employee relations/high-tech equipment and more about myself than I ever did in school. After about 18 months in that position, I moved to sales/service at WMSHL and eventually ascended to the director’s position. In that role, I learned about the importance of textiles in the healthcare (and everyday) world. All that experience has taught me about what’s important within the walls of an industrial laundry, what’s important within the walls of a healthcare facility and what’s important to/for everyone involved. Little did I know (or realize) that those internal and external experiences would prepare me for the eventual executive director position at WMSHL. During that time, and because of the hard work, dedication, patience and knowledge of the incredible staff, employees, consultants and contractors, we completed an epic retrofit and expansion of WMSHL to a stateof-the-art healthcare laundry facility. In 2013, discussions began to take my experience and knowledge to the “other
s director of national accounts and customer care at Norchem Corp., I’ve garnered an impressive knack for tackling daily operational challenges in commercial laundries, with customer satisfaction at the forefront of my mind. I specialize in optimizing wash chemistry and automated systems to ensure highquality output of textiles and garments from the wash process in each laundry type while identifying ways for operators to implement sustainable solutions that align with each plant’s individual goals. With over two decades in both the public and private sectors of the industry, I have experience in wash chemistry optimization, wastewater reclamation solutions, operational management, team building, business development, strategic implementation and inter-company collaboration. As a second-generation leader within Norchem (my father, Jaime Gastelum, first joined Norchem in the 1990s), I have experienced the widespread economic, environmental and legislative changes impacting operators firsthand. This motivates me to stay ahead of the curve when offering innovative solutions and technologies to my customers. I’m responsible for all North American accounts and oversee a team of customer care account managers. Together, the Norchem Customer Care team collaborates with operators to ensure top-notch service with a good customer-finding solution that exceeds the norm. To date, I have led and implemented hundreds of chemical installations in
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commercial laundries across the country, from start to finish. My experience makes chemical transitions second to none, assuring zero downtime without affecting plant production. In 2021, I was nominated by fellow operators and awarded the TRSA Above and Beyond Service Award for my outstanding commitment and exceptional attention to customer needs. As of 2023, I serve on a Hygienically Clean Advisory Board that sets the guidelines for operators to meet that standard. I’m thrilled to share my input as part of the ALN 2024 Panel of Experts.
Commercial Laundry Rodrigo Patron Lace House Linen, Petaluma, Calif.
requirements, particularly during 2021, when the COVID shutdown was lifted in California and many of our clients resumed business. Like many other commercial laundries and businesses in general, we have faced difficulties in recruiting new labor. To address this issue, we have been investing in our existing employees through virtual and in-person classes, new equipment, and productivity-measuring software. This strategy has served us well, and we currently have a highly competent, devoted and caring team. After all, our hardworking and dedicated team members are our most valuable asset. I enjoy sharing ideas and learning from others and believe that learning from our successes and failures is what creates a well-rounded and successful business. I was lucky to participate in the hotel/ motel/resort laundry category in 2023, and I’m looking forward to being a part of the 2024 Panel for commercial laundry.
I
’ve been the operations director at Lace House Linen in Petaluma, California, for the past four years, and I’ve been in the commercial laundry industry for a little over 16. A bachelor’s degree in international relations enabled me to use my communication skills to develop crucial and lasting relationships in the field. Earlier in my career, I graduated from the Production Management Institute (PMI), which proved to be a solid foundation. I am experienced in the complexities of production in a large, fast-paced commercial laundry, with a skilled background in hotel, F&B and healthcare linen. As a family-owned and -operated business for the past 108 years, Lace House Linen is committed to its community by offering top-quality service and processing over 40,000 pounds of linen daily. We are a mixed plant, mainly catering to the needs of the food & beverage and hotel sectors. This has given us the flexibility to adapt to our client’s changing
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Healthcare Laundry Jay Juffre ImageFIRST, King of Prussia, Pa.
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currently serve as executive vice president and chief of staff at ImageFIRST. This year, 2024, marks my 30th year in the industry. Before ImageFIRST, I worked for over 17 years with Cintas. My extensive career includes experience in operations, sales, service and delivery, general management, and executive leadership. I am considered an expert in service strategy and have been asked to speak on employee engagement many times at seminars and conferences. A strategic thinker, I’ve been a big part of the evolution of ImageFIRST’s ascension as an industry leader.
In my free time, I enjoy giving back to the community. I currently serve on the Board of Trustees for the Leukemia & Lymphoma Society (LLS) of South Florida.
Equipment/Supply Distribution Ross Sanders Streamline Solutions, Orlando, Fla.
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ell, hello everyone once again! I am honored to be chosen to be a member of the Panel of Experts for one more year. As you may already be aware, I am the CEO of Streamline Solutions. We are a supplier of plastic products such as soiled linen bags, cart covers, cart liners and like products to the laundry industry. We also help laundries with many of their equipment needs as well. Streamline Solutions works with healthcare, hospitality, commercial and industrial-type laundries throughout North America and abroad. Streamline Solutions is based in Orlando, but we have numerous facilities throughout the United States. I am also a proud member of many of the well-known laundry organizations such as ALM and TRSA. Personally, I am a graduate of Florida Atlantic University in Boca Raton, Florida. Not many people knew who my college was until their great run in the Final Four last year. Definitely was an exciting time for us FAU graduates! After entering the “real world,” I worked for a national medical supply company for 18 years and finished there as a sales manager. After a short run working with a medical supply distribution company, I became a partner with Streamline Solutions. The company started as nothing more than a two-man firm 25 years ago, and now we have become a national leader in plastic
products and supplies in the laundry industry. I am hopeful that I can continue to bring that much more to the table as an expert this upcoming year. Now that Streamline Solutions offers so many more product lines than what we did since last year, my “expertise” has expanded that much more. It actually feels quite good personally to have even a better understanding of how things work at the laundry plants that go way beyond what we had normally helped them with product and service-wise. We continue to look to develop different products and services that would be beneficial to our laundry partners and the industry as a whole. As you may already know, for years, we have been the leading plastic bag recycling company in the industry, and we are now expanding to such things as packaging equipment and supplies. More products and exciting services will be coming in the next year, and I am thrilled to be a part of the process that will allow us to offer these new ideas to our friends and partners in the laundry industry. There is nothing better than to have a ridiculously great team on board who helps us to fill the needs of our current partner laundries. It is so great that they have become the true experts in helping solve our laundry partner’s needs in a quick and professional manner. The more that they know about the industry and the needs of our partner laundries, the better it is for everyone involved. I always appreciate them filling me in on the constant goings-on, whether they be good or bad situations, which helps me to better understand what is going on with our customers as well as in the laundry marketplace. With my 25-plus years of working with so many different laundries, whether they
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were individually owned or multiple location firms, I feel that the knowledge that I have gained through the years will be beneficial for everyone in allowing me to be a part of the Panel of Experts for one more year. I look forward to another exciting year for this great industry and for this panel!
Consulting Services Stephanie Gregg Vizient, Little Elm, Texas
I
have over 25 years of experience in the healthcare industry. My areas of expertise and professional skills include driving cost savings, realizing operational efficiencies, and maximizing contract compliance through standardization and contract offerings. I hold the following experience among my key achievements and accomplishments: expanded and enhanced the laundry and linen category, grew revenue by more than 20% across support services categories, and assisted key members in regulatory audits and training, helping to reduce readmissions and Medicare penalties for Hospital-Acquired Condition Reduction Program (HACRP). Prior to joining Vizient, I spent six years as a senior healthcare consultant with Source America U.S. Ability One Commission in military hospitals where I assisted with RFPs and labor estimators on EVS, food and nutrition, transporta-
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tion, plant operations, and laundry/linen contracts. Additionally, I provided regulatory training to contractors on OSHA, DOT, and hazardous waste compliance and assisted with developing and implementing KPIs task frequencies, performance improvement plans, and served as infection control environmental expert. I have robust experience in environmental services and laundry/linen, where I worked as support services director at multiple facilities, including large academic medical centers, for-profit and notfor-profit facilities where I specialized in improving patient satisfaction scores and decreasing overall costs. I have a bachelor’s degree in business administration from WGU, and certifications from the Association for the Healthcare Environment (CHESP), Association for Linen Management (CLLM) and American Hospital Association.
Hotel/Motel/Resort Laundry Samantha Propson The Osthoff Resort, Elkhart Lake, Wis.
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am the director of housekeeping and custodial for the beautiful AAA-rated, Four-diamond Osthoff Resort in Elkhart Lake, Wisconsin. With 270 guest rooms, three on-site restaurants, conference rooms/ballrooms, banquet facility, spa and multiple pools/ whirlpools, our on-site laundry is responsible for processing and ordering linens for the property. My love for the hospitality industry began when I was 14 years old as a
American Laundry News Thanks Members of the 2023 Panel of Experts for Their Contributions Brian Polatsek, EcoBrite Linen Tom Vanden Heuvel, Kemco Systems Cliff Beiser, Champions Touch Jeffrey Courey, George Courey Inc. John Schafer, Diversey Scott Delin, Fashion Seal Healthcare American Laundry News is still seeking 2024 Panel of Experts candidates to represent linen supply, long-term care laundry and other institution laundry segments. If you think you would be a good fit, or can suggest someone who is, please contact Matt Poe, editor, at mpoe@atmags.com, 866-942-5694.
housekeeper. After a few career changes, I always came back to hospitality. I have a hands-on approach and my passion for the industry has given me the experience necessary to drive business forward. I have been in my current position for three years but have nearly eight years in the industry. I currently am responsible for 91 employees who handle housekeeping, laundry and custodial/public areas. When I took over the department in 2021, our laundry needed change and was on the verge of being outsourced. There were processes and procedures in place that were dated and equipment that needed to be updated. In two years, those processes were changed to help with both production and training. We have new pieces of equipment that no one ever thought they would see during their tenure. With logical thinking and budgeting, we kept on-site laundry and explored the possibility of expanding our business. In 2023 there have been many accomplishments. New equipment was installed with minimal downtime in our high season. Also, old processes were changed
to help improve production times and expedite training, which is crucial when it comes to the ever-changing labor market. Having said that, I have been able to retain an exceptional staff that has endured change and has overcome the challenges we have faced. One of the challenges I face, like everyone else in the industry, is inflation. As the prices increase, it becomes more critical to save time and labor on processes while keeping the linen standards high. I continue to explore new ideas for improving our operation. It is an honor to be selected to contribute to this panel and to share some of my career experiences.
Textile/Uniform Rental W. Kirby Wagg Performance Matters, Sarasota, Fla.
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joined Performance Matters in 2022 after successfully continuing the succession of my121-year-old family-owned textile rental business in Canada, known as Wagg’s Linen & Uniform. Over 45 years in the business, I strengthened the existing business foundation by implementing core business values, developing modernized sales and growth strategies, and ensured an increased commitment to employee and customer satisfaction. My strengths are all the facets of operating a laundry business, such as engaging employees, negotiating with company partners, relationship building with clients, new plant builds, and analyzing production methods (I hold a stationary engineer certificate). I successfully negotiated purchase agreements (M&A) with competitor companies for growth strategies, which resulted in an increase in sales year over year. I developed my son, Billy (fifth generation), into a leadership role as the president. I’m also a commercial real estate/M&A advisor executive, assisting clients with their growth portfolios across North America. I lead two peer groups and provide my expertise in cost recovery offerings, production and transition planning for clients in the United States and Canada. My family is my passion, which includes my daughter Christina, son Billy, and four granddaughters all living in Orillia, Ontario. My U.S. base is in Sarasota, Florida. I enjoy boating, hockey, yoga and CrossFit during my leisure time.
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NLRB update: Joint-employer status, safety partnership
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WASHINGTON — The National Labor Relations Board (NLRB), an independent federal agency, recently took steps regarding employment and safety that laundry and linen service operators should note. First, it has issued its Final Rule addressing the Standard for Determining JointEmployer Status under the National Labor Relations Act and set an effective date of Feb. 26. Also, the Board has executed a memorandum of understanding (MOU) with the Occupational Safety and Health Administration (OSHA) to strengthen the agencies’ partnership to promote safe and
healthy workplaces by protecting worker voice.
JOINT-EMPLOYER STATUS
Under the new standard, issued at the end of October, an entity may be considered a joint employer of a group of employees if each entity has an employment relationship with the employees and they share or codetermine one or more of the employees’ essential terms and conditions of employment. These terms and conditions are defined exclusively as (1) wages, benefits and other compensation; (2) hours of work and sched-
uling; (3) the assignment of duties to be performed; (4) the supervision of the performance of duties; (5) work rules and directions governing the manner, means and methods of the performance of duties and the grounds for discipline; (6) the tenure of employment, including hiring and discharge; and (7) working conditions related to the safety and health of employees. In adopting this new standard, the final rule rescinds the 2020 final rule that was promulgated by the prior Board. NLRB says the new final rule more faithfully grounds the joint-employer standard in established common-law agency principles.
In particular, the 2023 rule considers the alleged joint employers’ authority to control essential terms and conditions of employment, whether or not such control is exercised, and without regard to whether any such exercise of control is direct or indirect. By contrast, the Board says the 2020 rule made it easier for actual joint employers to avoid a finding of joint-employer status because it set a higher threshold that a putative joint employer must “possess and exercise … substantial direct and immediate
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Looking for a specific product for your laundry operation? Check out the Buyer’s Guide at www.AmericanLaundryNews.com, where you’ll find our extensive coast-to-coast listings. Just scroll down beneath “Resources” and click on “Buyer’s Guide” to start shopping today!
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Gallagher Uniform—130 years and counting … and growing President answers questions about how Southwest Michigan company survives and thrives BY MATT POE, EDITOR CHICAGO — The year 1893 was one for the history books. In Chicago, the World Columbian Exposition (the World’s Fair) took place May 1-Oct. 30. In Springfield, Massachusetts, the first American-made gas-powered vehicle was driven on public roads on Sept. 20 by Charles and Frank Duryea. And in Michigan, John C. Gallagher started what would become Gallagher Uniform, which still operates in Battle Creek. American Laundry News had the chance to ask John C.’s great-grandson, John, the current president of the company, about its longevity, its operation and its future. How did the company get started? What spurred its founding and early growth? Great-grandfather John C. Gallagher began recycling and washing rags and towels for use in the Downtown Detroit machine shops. He saw a need that needed to be filled. What types of markets does the company service? We service southern lower Michigan and Northern Indiana markets. We service food and pharmaceutical manufacturing, agribusiness, industrial manufacturers like tier one and two automotive, and dealerships. What does the operation look like today in terms of employees, equipment, pounds processed, etc.? We deliver and work five days per week with a first shift, a modified first shift and a third shift. We have 90 associates (employees). Our plant, stockroom, maintenance and loading docks are in a 45,000-squarefoot area. Our office is contained in a 3,500-square-foot area. We use five 450-pound washer-extractors and a 250-pound washer-extractor with three dryers.
Do you have any certifications? How do you ensure timeliness and quality? We are proud to be the only Michigan laundry to be TRSA Hygienically Clean certified and Clean Green Certified. Timeliness and quality and continuous improvement are part of our fundamental values we live every day. Production planning, teamwork, culture and a relentless pursuit to advance and be the best ensure our values are achieved. What makes your company unique in the laundry/linen services industry? The fact that we were founded in 1893 puts us right up near the top of the longevity list. Brothers made up the fourth generation who worked together for 35-plus years. The fifth generation is represented by two brothers from the oldest son of the fourth generation. Beyond longevity and family, our G-Trak bar code and UHF chip technology lead the industry. Our G-Trak Mobile app that each customer garment wearer can use was the first in the industry. Wearers can look up garment deliveries, message for questions, make a size change, repair or replacement requests all from a smartphone. What challenges has the company faced in recent years, and how have you overcome them? Employee shortages before, during and after COVID have clearly been a challenge. We increased our culture-building activities to ensure our associates felt good about their work environment and feel safe and appreciated. During COVID, we remained an essential company to remain open for food and pharma and other customers. We never missed a delivery during that period. We had outstanding teamwork and effort. Growth has also produced its usual challenges in overtime and cash flow. Aging equipment was also a recent challenge,
Members of the family involved in the company include Kevin Gallagher (left), plant manager: John Gallagher, president; and Chris Gallagher, vice president of customer service. (Photos: Gallagher Uniform)
which was overcome with all-new washers, a revamped soil sort system, mat rolling, and packing and folding area floorplan redesign. Our next move is to replace our uniform sort system and our stockroom floorplan. Lastly, three of the four brothers have retired over the past five to 10 years. Good succession planning made it a good transition. What have been some of the company’s greatest successes? How were those achieved? We specialize in very large customers. They are wonderful to have and painful to lose. While we have lost some to national contracts, they have all returned to Gallagher over time. Our G-Trak technology, data management and certified bundles of garments via UHF chip technology have been great successes that large and complicated customers need to have.
What’s in the future for the company? The future is steady, profitable growth with a team of amazing associates at every level of the organization. We are proud to be returning to the Detroit area market where we were founded. The Detroit plant was sold in 1975, and Ron Gallagher and his four sons focused on growing the Battle Creek plant. It worked, and now we are coming home again to Detroit. Perhaps a plant there will be in our future to handle the growth opportunity. Anything else you’d like to add about Gallagher Uniform? We had a fantastic growth year in 2023 that resulted in record growth and annual sales. This was primarily driven by the Pfizer company (pharmaceutical) which returned to Gallagher Uniform. We were proud to drastically improve the uniform program for their employees who were heroically developing and producing the Paxlovid treatment for COVID-19.
ABOVE: The company says its G-Trak technology, data management and certified bundles of garments via UHF chip technology have been great successes. UPPER RIGHT: Gallagher Uniform specializes in very large customers. BOTTOM RIGHT: The company works to ensure its associates feel good about their work environment and feel safe and appreciated
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control” over essential terms and conditions of employment, which has no foundation in common law. The new rule also provides extensive guidance to parties regarding their rights and responsibilities in situations where joint-employer status has been established. “The Board’s new jointemployer standard reflects both a legally correct return to common-law principles and a practical approach to ensuring that the entities effectively exercising control over workers’ critical terms of employment respect their bargaining obligations under the NLRA,” says Chairman Lauren McFerran. “While the final rule establishes a uniform joint-employer standard, the Board will still conduct a fact-specific analysis on a case-by-case basis to determine whether two or more employers meet the standard.” The Notice of Proposed Rulemaking was published by the Federal Register on Sept. 6, 2022, and the comment period for initial comments was open until Dec. 7, 2022. The Board received more than 13,000 comments that it reviewed and considered in drafting the Final Rule. The effective date of the new rule was Dec. 26; however, the Board extended the effective date to Feb. 26 to facilitate the resolution of legal challenges concerning the rule. The new standard will only be applied to cases filed after the rule becomes effective.
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Promoting Worker Voice,” which provides tools and key references for employers and workers to work collaboratively to create and maintain safe workplaces, including resources on collective bargaining and compliance. “Workplace safety can be a matter of life and death for workers and so the ability to report workplace hazards without fear of retaliation is critically important,” says NLRB General Counsel Jennifer A. Abruzzo. “Today’s MOU will bolster protections for workers to speak out about unsafe working conditions by strengthening coordination between OSHA and the NLRB on our enforcement efforts.” “Everyone should be able to exercise their legal rights in the workplace without fear of
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Secrets to becoming an award-winning operation January 2024 • Volume 50, Number 01
SAFETY MOU
Because many worker efforts to improve safety and health in their workplaces are protected under both the Occupational Health and Safety Act (OSH Act) and the National Labor Relations Act (NLRA), the NLRB and OSHA have historically engaged in cooperative efforts and have entered formal MOUs to engage in interagency coordination since 1975. The agreement reached at the of October
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Four laundry/linen companies that have garnered honors share how they created high-quality operational cultures
losing their job or other forms of punishment,” explains Assistant Secretary for Occupational Safety and Health Doug Parker. “This partnership with the National Labor Relations Board will expand both of our agencies’ impact and effectiveness in protecting workers who raise concerns about workplace violations or retaliation.” The MOU is part of the NLRB General Counsel’s interagency coordination initiative to
BY MATT POE, EDITOR
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ward-winning. Has a nice ring to it, doesn’t it? An award-winning laundry/linen service. Some laundry operations consistently earn honors like “best to sell for” and “safest facility” and “trustworthy” and “innovator.” The thing about being an award-winning company is that the honor isn’t about the award; it’s about what the award represents. This includes years of effort to become
the best laundry operation possible, in all areas of the business; satisfied, even ecstatic customers; and well-trained, happy employees. And so much more. So, what does it take for a laundry/linen service to elevate itself from satisfactory to award-winning? American Laundry News reached out to several award-winning laundry businesses to find out how they have achieved, and maintain, their business quality. The following “secrets to success” were shared by Donna Kish, content managermarketing for UniFirst Corp. based in Wilmington, Massachusetts; Brittany Nunez, corporate marketing coordinator for Healthcare Linen Services Group (HLSG) headquartered in St. Charles, Illinois; Bryan Bartsch, CEO of Ecotex with U.S. headquarters in Seattle; and Jerry Martin, vice president of sales and marketing for Prudential Overall Supply headquartered in Irvine, California.
UNIFIRST’S SIX STEPS
At UniFirst, we do more than just talk about our achievements, we live them. With a proven track record of exceptional customer service, impressive sales growth, dedicated employees and commitment to professional development, we are proud to be recognized as an award-winning company. Our accolades not only showcase our dedication to customer satisfaction, quality, and innovation, but they also fuel our passion to continuously raise the bar. We are driven to set new standards of excellence in everything we do. Here’s how we have been able to achieve much of our success. 1. Strong Values and Mission At the heart of UniFirst is our set of founding core values: “Customer Focus,
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Respect for Others, and Commitment to Quality.” Our mission is simple yet powerful: “To serve the people who do the hard work; helping them succeed and deliver for what gives their lives meaning.” By aligning our work with our core beliefs, we are able to gain a clear sense of direction that guides every decision we make. This value-driven approach inspires our employees, attracts loyal customers, and distinguishes us from our competition. (Forbes: America’s Best Large Employers; Forbes: Platinum 400Best Big Companies; Glassdoor: 25 Best Companies for Career Opportunities and Highest Rated CEO; TRSA Diversity Award; Named a Winning Company by 2020 Women on Boards) 2. Exceptional Performance and Results Award-winning companies always deliver exceptional performance and tangible results. We go above and beyond industry standards, setting new benchmarks for excellence. Whether it’s exceeding service levels and sales targets or achieving high customer satisfaction ratings, we are a performance-driven company. (Selling Power’s 50 Best Companies to Sell For; Seismic: Content Management Master Award for sales enablement; Boston Globe 100: Best Performing Company) 3. Innovation and Adaptability To thrive in a rapidly changing market, successful companies embrace innovation and adaptability. At UniFirst, we foster a culture of empowerment that encourages employees to think outside the box and find innovative solutions to complex challenges. By staying ahead of the curve and embracing change, we ensure that we
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LATE NEWS Alsco Uniforms donates $50,000 to Maui Strong Fund SALT LAKE CITY — Alsco Uniforms reports that at its recent Managers Meeting in Maui, it donated $50,000 to Hawai’i Community Foundation’s Maui Strong Fund. The donation will provide vital financial resources for both immediate and long-term recovery efforts in the wake of the destructive Maui wildfires during August 2023. The Maui Strong Fund serves as a beacon of hope for communities grappling with the aftermath of the devastating wildfires. The $50,000 contribution from Alsco Uniforms aims to assist affected individuals and places, fostering resilience and aiding in the reconstruction of Maui’s vibrant landscapes. “Alsco Uniforms is deeply invested in the well-being of the communities we serve,” says Honolulu Branch General Manager Brian Arkle. “The Maui Strong Fund aligns with our values, and we are honored to contribute to the restoration and rebuilding efforts in the aftermath of the Maui wildfires.” Harmony Hallas, donor relations officer for Hawai’i Community Foundation, says, “We’re very appreciative of Alsco Uniforms’ commitment to Maui by holding their Manager’s Meeting at the Hyatt Regency Resort in Maui and providing this additional support to help the families recover from this tragedy.”
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THE AGREEMENT REACHED AT THE OF OCTOBER EXPANDS ON THE HISTORIC INTERAGENCY COORDINATION BY ENABLING THE NLRB AND OSHA TO CLOSELY COLLABORATE BY MORE BROADLY SHARING INFORMATION, CONDUCTING CROSS-TRAINING FOR STAFF AT EACH AGENCY, PARTNERING ON INVESTIGATIVE EFFORTS WITHIN EACH AGENCY’S AUTHORITY, AND ENFORCING ANTI-RETALIATION PROVISIONS. expands on the historic interagency coordination by enabling the NLRB and OSHA to closely collaborate by more broadly sharing information, conducting cross-training for staff at each agency, partnering on investigative efforts within each agency’s authority, and enforcing anti-retaliation provisions. The agencies also released a resource on “Building Safe & Healthy Workplaces by
take a whole government approach to enforcement. As part of the initiative, the NLRB is working closely with worker protection and consumer protection agencies to ensure that the government is co-acting and co-enforcing all related laws most effectively and efficiently, which will ensure workers are fully protected while minimizing employers’ compliance burdens.
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Career Ecotex Healthcare Linen Service elevates Bryan Bartsch to CEO VANCOUVER, British Columbia — Ecotex Healthcare Linen Service reports that Bryan Bartsch will take over as CEO of the company, which supplies linens to hospitals across North America, effective Jan. 1. Bryan has served as president since 2018 and will take over as CEO from his father, Randy, becoming the third generation of the Bartsch family to lead the business. Ecotex says the BARTSCH transition aligns with its long-term plan and growth strategy. “With Bryan at the helm, we ensure management continuity and maintain our strong generational outlook,” says Randy Bartsch, executive chairman of Ecotex. “Our commitment to evolving, strengthening, and developing our leadership team will position Ecotex to capitalize on growth opportunities as they arise.” A graduate of Washington State University, Bryan Bartsch joined the family business in 2002, working his way up from the plant floor. He is a graduate of the TRSA Production Management Institute and has earned the designation of a Certified Professional Laundry Manager (CPLM). Bryan is a member of the Young Presidents Organization and is on the Board of the ARTA, the American Reusable Textile Association. With the continuity of Bartsch family leadership, Ecotex says it will continue to help its customers create a safe and comfortable environment for patient care. The company says it will remain focused on delivering innovative and smarter linen solutions to its hospital and healthcare clients that it’s known for.
Ellis Corp. hires West Coast director of sales ITASCA, Ill. — Ellis Corp. reports that Cisco Valenzuela is joining its team as director of sales for the West Coast. He has four and a half years of experience customizing wastewater systems for all industries. “Not only do we see the value in Cisco, but with his knowledge and expertise, there’s no limit on what we can do together and we’re very excited VALENZUELA about what Cisco
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brings to Ellis Corp.,” the company says. Outside of Valenzuela’s professional experience, he also enjoys hiking, working out, reading, volunteering at his church, cooking and being with family. Ellis Corp., founded in 1898, is a fifthgeneration family-owned and -run engineering and manufacturing business. The company says it helps customers solve challenges in the industrial laundry industry through superior machinery, service and cutting-edge predictive controls for laundry processing, water treatment and energy savings.
Orzetti named CEO of ImageFIRST KING OF PRUSSIA, Pa. — ImageFIRST reports it appointed Edward H. Orzetti as chief executive officer of the healthcare laundry and facility services provider in October. ImageFIRST, which started in 1967, was acquired by the private equity firm Calera Capital in 2018. “As we look to the company’s future, the Calera Board is focused ORZETTI on ImageFIRST’s ability to best capitalize on the many opportunities in front of it,” notes Managing Partner and Chairman of the Board Mark Williamson. “There is tremendous excitement about the future of ImageFIRST. With a focus on long-term growth, we’ve consequently asked Ed Orzetti to join the organization full-time as the chief executive officer of the business. Former CEO Jim Cashman will transition to an advisor to the Board of Directors.” Before joining ImageFIRST, Orzetti served as an operating partner with Calera Capital. In this capacity, he was responsible for partnering to deliver strategic and operational leadership with the industrial businesses in its portfolio, including ImageFIRST. He brings more than 30 years of experience building and leading industrial businesses. Before joining Calera, Orzetti served as CEO of Transtar and Keystone Automotive Operations. He has also held a variety of senior executive roles at leading corporations, including General Electric, Textron and VWR International. He began his career as a helicopter pilot in the U.S. Army. Orzetti and his former Calera Capital partner Ethan Thurow led the original deal team in the acquisition of ImageFIRST. “We were first drawn to the industrial laundry space, then specifically to the healthcare business model of founders Jerry and Jeff Berstein,” he says. “It didn’t take long to recognize we had identified the industry leader and the ideal platform
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Track company for our initial investment.” With a strong leadership team in place, more than 20 acquisitions have been completed under Calera’s ownership—more than doubling its size—all while maintaining 97% customer retention. “Since it was founded, ImageFIRST has consistently prioritized a culture of associate engagement, development, and education and believes in a customer-centric service model, aiming to lighten the load of busy healthcare workers,” Orzetti says. “This service vision carries through to the patients of our customers and the communities we serve. I’m proud to carry on this vision as the leader of ImageFIRST with the same spirit and enthusiasm I have had from the sidelines for the past five years.” The company says customers will continue to experience business as usual. “As we look to the future, we are certain to reach new heights and poised to better serve our customers, their patients, and the communities in which we operate,” says Orzetti. “The future looks bright, and I look forward to working with the executive team to lead us in the next chapter of growth.”
Spartan Chemical promotes Groth to director of laundry, warewash MAUMEE, Ohio — Spartan Chemical Company Inc., which formulates and manufactures sustainable cleaning and sanitation solutions for the industrial and institutional market, reports it has promoted David Groth to the role of director of laundry and warewash. He will oversee the company’s growing program for these key vertical segments. Groth joined Spartan Chemical in 2021 as an industrial laundry specialist. The company says he GROTH brings a wealth of experience to his new role with over 30 years’ experience in the textile care/chemical industry. For several decades now, Spartan Chemical says it has provided professional laundry and warewash products, training, and management software needed for dayto-day operations. Spartan’s Clothesline Fresh® laundry program was launched in 2007 with the SparClean® warewash program following two years later. Since then, the company says it has continuously invested in innovation, products, training tools, management software, and personnel to provide a world class, unmatched solution for professional laundry and warewash facilities. “The laundry and warewash segments continue to be a primary focus for us,” says John Swigart, president, Spartan Chemical. “David’s extensive experience will surely
accelerate growth for our distributors and complement our offering in these markets.”
McGruder signs on as project manager at LAVATEC BEACON FALLS, Conn. — Laundry equipment manufacturer LAVATEC reports that Michael McGruder was hired as a project manager for the company last fall. Based in Cincinnati, he has more than 30 years of design, manufacturing, project engineering and project management experience. McGruder is responsible for project planning and equipment installation and reports to Eric Mueller, LAVATEC’s vice president of engineering. He began his career as a civilian employee for the U.S. Army Corps of Engineers. As a mechanical engineer and project manager in Fort Worth, Texas, he managed 14 projects for the Army’s Operation and Maintenance program and four projects for the Air Force Military Construction program. The projects had a combined value of $12 million. MCGRUDER Since 1996, McGruder has worked at several Cincinnati area companies or affiliates including Ford Motor Co., General Electric Aviation, Proctor & Gamble and Toyota Motor Manufacturing North America. Before LAVATEC, he spent 18 years as a project manager for Meyer Tool Inc., a high-tech aerospace manufacturer of precision components. “My responsibilities at Meyer Tool were to manage the design, programming, processing and partial quality assurance for aircraft engine component and assembly contracts,” he confirms. At LAVATEC, he will oversee all of the details to ensure a smooth equipment installation process with each customer. “When I was recruited for this position, I was intrigued about the industrial laundry industry but was not aware of its scale,” continues McGruder. “The equipment and cleaning process, and the challenge of managing these types of projects, is what convinced me to join LAVATEC.” A graduate of Prairie View A&M University with a degree in mechanical engineering, McGruder earned a certificate in manufacturing engineering at the University of Cincinnati’s Center for Advanced Manufacturing Systems. He also has a certificate in renewable energy. In his free time, he enjoys spending time with his adult son, riding his bicycle, reading, and participating in fitness sports and watching sports on television.
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America Supply Inc................................................................... 11
Monarch Brands..........................................................................5
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… SUPPLIER NEWS … INDUSTRY EVENTS …
ImageFIRST’s HeroesFIRST contest winners announced KING OF PRUSSIA, Pa. — ImageFIRST, a provider of linen, laundry, and safety and hygiene services, recently announced the winners of its third Annual HeroesFIRST Contest. Following a nationwide vote, the Heroes that received the most votes will be awarded a cash prize, totaling $15,000. The top three winners are: 1. Elaine Moyer, Christus Santa Rosa Hospital in San Antonio 2. Tammy Wilson, Milwaukee Surgical Suites in Franklin, Wisconsin 3. Ruben Reinis, Nicklaus Children’s Ambulatory Surgery Center in Miami Local celebrations will be held for each winner. For the HeroesFIRST contest, ImageFIRST associates recognize exceptional Healthcare Heroes who go above and beyond to positively impact the lives of their patients. After receiving more than 480 nominations from the ImageFIRST Service Team, nine Healthcare Heroes were chosen as finalists. Votes were cast by the public on the contest’s website for the Hero who inspired
TRADE TICKER
… AWARDS AND HONORS … FINANCIAL REPORTS …
them the most. HeroesFIRST was filled with many heartwarming stories that deeply impacted both associates and customers. “I would like to express my sincere admiration and gratitude for Elaine Moyer’s exceptional and devoted care. Her nomination is truly well-deserved,” says Marcello Nieto, an ImageFIRST service manager in San Antonio. “Her unwavering dedication to providing loving care to her patients is evident in everything she does. Elaine’s selflessness is truly admirable, as she consistently goes above and beyond to make sure they have everything they need. “Her genuine compassion shines through, and it serves as an inspiration to all those around her. Elaine’s commitment to making a difference in the lives of others is truly remarkable.” In expressing her extreme gratitude for the recognition, HeroesFIRST winner and pre-op nurse at Christus Santa Rosa Hospital, Moyer shares, “I would like to thank everyone who supported me by voting. I would also like to thank my colleagues and everyone who has played a role in my HeroesFIRST nomination. Without your support, I wouldn’t be where I am today.” The remaining finalists and runners-up will also be awarded a cash prize for their
Cintas employees cut the ribbon during the Menomonee Falls Cleanroom grand opening. (Photo: Cintas Corp.)
remarkable work: • Lisa Hennessey, South Shore Health Center for Wound Healing, Weymouth, Massachusetts • Tammy Vogler, Perry County Memorial Hospital, Tell City, Indiana • Juanita Jones, Innovative Procedural in Las Vegas • Yudelka Zapata, Landmark Medical Center, Woonsocket, Rhode Island • Laura Curtis, Center for Digestive Endoscopy in Orlando • Suzanne Aultman, Ortho Atlanta Piedmont in Atlanta If preferred, an equivalent donation will be made to a charity of choice for the winners, finalists and runners-up.
Cintas opens cleanroom facility in Milwaukee area MENOMONEE FALLS, Wis. — Cintas Corp. reports it held a grand-opening ceremony on Nov. 15 at its newest Cleanroom facility, located outside of Milwaukee. The state-of-the-art location in Menomonee Falls creates additional capacity in Cintas’ national Cleanroom footprint.
Calendar of Events January
February
18
21
TRSA
Webinar: How to Respond to EEOC Discrimination Charges: A Guide for Employers Alexandria, Va. Info: 703-519-0029
24-25 TRSA
West Coast Regional Production Summit & Plant Tour Las Vegas, Nev. Info: 703-519-0029
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American Laundry News | January 2024
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TRSA
CEO/Executive Ohio Regional Town Hall Columbus, Ohio Info: 703-519-0029
March 18-20 Association for Linen Management 2024 IMPACT Conference Salt Lake City, Utah
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Info: 859-624-0177
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Education Conference 2024 San Diego, Calif.
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30
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HR, Health and Safety Summit Milwaukee, Wis. Info: 703-519-0029
Cintas says the space will support highgrowth and innovation industries in the region, including pharmaceuticals, biotechnology, medical device manufacturing, compounding pharmacies, electronics manufacturing, aerospace and defense, nanotechnology, semiconductor, automotive and optics, among other industries. “Cleanroom is an exciting, growing business for us, and we’re especially excited to expand our resources in the Upper Midwest where we already have a long, successful history,” says Nick Grote, Cintas Cleanroom regional business director. “This new Menomonee Falls location was built to support the growth of high-tech and innovation industries in the region, as well as the vast network of technology, research, and development operations throughout the Upper Midwest, the North Central region of the U.S. and Canada. “As we’ve seen in the last 18 to 24 months, innovation- and research-based industries are expanding quickly around North America. We’re excited that we can service these important industries and meet their very specific needs as they continue to innovate for our collective future.” The company says its Menomonee Falls Cleanroom facility has immediate openings for 10-15 new jobs and expects to add 15-20 employees during the next two to four months. The facility already employs 40 people. “Cintas has been doing business in Wisconsin for more than 30 years, and we’re excited to continue growing our operations with so many new jobs at this location,” says Mark Brede, general manager of the Menomonee Falls Cleanroom. Cintas Cleanrooms use a highly specialized laundering process with strict standard operating procedures and stringent requirements that meet and maintain ISO 9001 certification, the company says. The Cleanroom process removes particulates from specialized employee workwear required in highly controlled high-tech manufacturing, research and testing environments. Cintas says its Cleanrooms developed contamination control equipment, systems and technology to meet the stringent requirements of its customers and deliver quality, value and service for industries that require contamination-control solutions for their workwear.
12/13/23 10:23 AM
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