American Laundry News - December 2022

DECEMBER 2022

CITY Laundering acquires Spruce Linen Supply BLOOMINGTON, Minn. — CITY Laundering Co. reports it acquired Spruce Linen Supply, effective Aug. 1.

Terms of the deal were not disclosed.

CITY, which is celebrating 116 years in business, plans to build upon Spruce’s 57 years of servicing the Minneapolis-St. Paul Metropolitan area.

“We are excited to partner with a multi-generational family business like Spruce,” says Colin Wetlaufer, president of CITY. “CITY has a long history and great reputation for providing outstanding customer service,” say Mike Russel and Gail Gust, Spruce’s former owners. “It is important to us to transition our business to a company that would take good care of our employees and customers.

“We are confident that the customers are in good hands with CITY. In fact, we think they will be excited about some of the products, programs and people that they will discover with CITY.” Headquartered in Oelwein, Iowa, CITY says it continues to grow organically and through strategic acquisitions in the region.

Secrets to laundry/linen services longevity 10 companies that have been in business for decades share how they have lasted, and succeeded, over the years COMPILED BY MATT POE, EDITOR CHICAGO — It seems like a lot of the news in the laundry and linen services industry today involves acquisitions.

Larger companies and private investment firms are buying laundry operations for many reasons: financial concerns, growth, getting out of the family business, etc.

However, there are still laundry businesses in the industry that have stood the test of time. How have these companies achieved decades of being in business?

And how do they plan on continuing to do so?

American Laundry News heard from 10 companies that shared how they have neared (and gone well past in some cases) the century mark in the industry.

AMERICAN TEXTILE MAINTENANCE CO. In 1932, there were only five trucks and five

(Image licensed by Ingram Image)

towels, but it was enough for Sam Snookal to acquire a laundry and begin a linen service in Los Angeles the same year his daughter was born. Its proud heritage of quality service was also born that year, and the operation has remained in the family ever since.

“Sam always strived for a service with

attention to the customer’s needs with quality products,” says Brad Shames, president.

“Today, we have distinct brands: Republic Master Chefs Textile Rental Service and Medico Healthcare Linen Service.”

See SECRETS on Page 6

Transporting clean, hygienic linens today Laundry associations, operators share their thoughts on transporting clean linen—and keeping it clean

BY MATT POE CHICAGO — Laundry and linen service has always been about providing customers with clean linens.

But the past few years have put a spotlight on ensuring goods stay clean and hygienic.

That means keeping linens clean from the plant to the delivery trucks to the customer.

American Laundry News reached out to the Association for Linen Management (ALM) and TRSA, the association for linen, uniform and facility services, to learn more about how linen transport has changed and how operaSee TRANSPORT on Page 10

(Image licensed by Ingram Image) Volume 48, Number 12

INSIDE Columnist at Large In this issue, Tommy Cocanougher shares ways to prepare for disaster in calm times.

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[4]

Panel of Experts How was 2022? What’s coming in 2023? The Panel looks back and ahead in this issue.

The Newspaper of Record for Laundry & Linen Management

[[16]]

[12] PRODUCT SHOWCASE

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2 DECEMBER 2022 | AMERICAN LAUNDRY NEWS

What is your outlook for your laundry operation in 2023?

Your Views Survey:

2023 laundry outlook trending positive

Excellent

9.1%

Good 50.0%

www.AmericanLaundryNews.com

•••

Your Views

What is your outlook for your 31.8% Neutral laundry operation in 2023?

Not good Excellent

9.1%

9.1%

CHICAGO — After the past few years, it isn’t easy to maintain a positive attitude.

Good 50.0% However, the laundry and linen services industry has a more positive attitude, overall, about business going into 2023.

Neutral 31.8% That’s what the most recent American Laundry News Your Views survey indicates.

Not good 9.1% When asked, “What is your outlook for your laundry operation in 2023,” 50% of respondents indicate “good.” Just over 9% say “excellent,” while 31.8% are neutral. Only 9.1% of survey takers don’t have a good outlook for 2023.

Some of the reasons given for these outlooks include: What is your operation’s No. 1 priority for 2023?

• Improving productivity and customer retention has been a focus for the last 12 months, starting to pay dividends.

• After a (local) high point from COVID, and post-COVID vacations, the new normal is more challenging than times past.

Retain/improve staff 26.1% • Volume has been increasing from the hospital organizations that we service.

Increase productivity 21.7% • Rising input costs, including energy and textiles, plus the lack of available labor and the need to increase payroll costs to keep and retain What is your operation’s No. 1 priority for 2023?

Maintain present 26.1% employees, paves a path to compressed margins and resulting financial level of business hardship. Our client hospitals continue to resist non-contract price Attract more business 17.4% indexing to help mitigate or even share in the cost increases.

• Adaptation to inflationary influences and forecasting of expenses now 26.1% 8.7% Retain/improve staffOther with appropriate implementation of cost controls.

• Increased hospital census/expansions to licensed patient rooms and expanding clinical sites will drive demand for linen and challenge bothIncrease productivity 21.7% my COG (customer-owned goods) vendor and laundry services.

Maintain present should 26.1% Healthcare stay steady; hospitality may see a drop due to infla• I’m more nervous for restaurants making it. level of business tionary pressure on the consumer.

• Lots of demand for commercial.

• This “impossible to outsource or fail” industry will have challenges that • We will continue to work with our provider/processor for operational 17.4% Attract more business will make it stronger and more responsive. efficiency and product distribution. The biggest challenge has been try• I am concerned broadly for our industry. Start with inflation and rising ing to bring in any custom items that are somewhat reasonable in cost 8.7% Other input costs, add on labor shortages and outsized increases to payroll and that don’t have very long lead times. costs, and many laundries will face financial hardship. The challenging When asked about their laundry’s No. 1 priority for the coming year, labor dynamics for our industry are resulting in a loss of institutional 26.1% of respondents say both “retain/improve staff” and “maintain present knowledge and skills. As laundry operators cut corners to save money level of business.” More than 21% want to increase productivity, and 17.4% and live within their means, many will have to defer maintenance and are looking to attract more business. capital reinvestments as they cope with a turnstile of low or untrained Almost 9% want to try to accomplish all those goals. new employees.

Overall, respondents believe their operations have a “good chance” • Hospitals are not going away for the most part and patients are becom(52.2%) of achieving the No. 1 goal. More than 30% say their laundry “will ing sicker and which will require longer LOS (length of stay). accomplish it, without a doubt,” and 13% give a 50-50 chance. Only 4.3% • Turnover is killing efficiency with a lack of well-trained individuals. indicate their operations have a “slim chance” to achieve their No. 1 goal.

Without stability, it’s difficult to improve.

When asked about the overall industry outlook for 2023, respondents • Guarded. offered mixed thoughts, including: • Positive $$$ • It will depend on what part of the industry you are involved in.

• I’m very excited!

• It will be a flat to slightly down year.

• Will retain average work out.

• Building commercial aspect, which adds profit.

Inflation/rising costs are top-of-mind for many respondents (47.8%) when it comes to the issues that they think will affect the industry in 2023.

Labor issues come in second, as 30.4% of survey takers indicate.

December 2022 • Vol. 48 | No. 12 Customer confidence and supply-chain issues were both selected by 4.3% of respondents.

[4] AlliantCon Draws Industry Leaders to Fort Worth “The industry is still responding too slowly to changes like inflation and Alliant Systems says more than 115 operators representing changing labor practices,” a survey taker writes. “It’s still an unattractive, 55 companies from the U.S., Canada gathered for event manual job that pays too little.”

“I think it’s actually a combination of at least a few of the items above,” [14] Leadership+Culture=Laundry Operation Greatness shares another. “We continue to see supply-chain issues as well as a marked ImageFIRST executive vice president shares how company increase in rising costs. has created a service-focused culture to drive business “Labor continues to affect all of us in trying to find staff that wants to work and will stay.”

[15] Career Track One respondent believes, “There will be ups and down due to various factors, none of them dominating predominantly.”

[18] Institutes, Attendees Achieve Success in 2022 “It’s definitely on the right track, with a positive outlook,” shares another.

Conducted by TRSA, PMI, EMI and MMI honored graduates While the Your Views survey presents a snapshot of readers’ viewpoints at and developed attendee skills during 2022 sessions a particular moment, it should not be considered scientific. Due to rounding, percentages may not add up to 100%.

[19] Classified Advertising [20] Source Directory Subscribers to American Laundry News e-mails are invited to take the industry survey anonymously online each quarter. All managers and admin[23] Trade Ticker istrators of institutional/OPL, cooperative, commercial and industrial laundries are encouraged to participate, as a greater number of responses will help to better define operator opinions and identify industry trends.

INSIDE:

Publisher

Charles Thompson Phone: 312-361-1680 E-Mail: cthompson@ ATMags.com

Associate Publisher/ National Sales Director Donald Feinstein Phone: 312-361-1682 E-Mail: dfeinstein@ ATMags.com

Editorial Director

Bruce Beggs Phone: 312-361-1683 E-Mail: bbeggs@ ATMags.com

Editor

Matt Poe Phone: 866-942-5694 E-Mail: mpoe@ ATMags.com

Production Manager 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 48, number 12. Editorial, executive and advertising offices are at 650 West Lake Street, Suite 320, Chicago, IL 60661. Charles Thompson, President and Publisher. American Laundry News is distributed selectively to qualified laundry and linen management and distributors in the United States. © Copyright AMERICAN TRADE MAGAZINES LLC, 2022. 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.

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Success today, tomorrow M

ost years in the December issue of American Laundry News, I try to include some kind of “look behind, look ahead” content.

This year, I used the quarterly Your Views survey (page 2) and the Panel of Experts (page 12) to ask what folks in the industry thought about 2022 heading into 2023.

As would be expected many who work in or with laundry and linen services are cautious.

It only makes sense after the past couple of years … and current economic and political uncertainties.

From The Editor’s Desk MATT POE Still, the industry has a positive attitude. More than that, folks are seeing positive signs to

keep recovering and maybe even grow.

A positive attitude and the mindset to do what needs to be done are key to success and longevity in the industry.

How do operations that have lasted decades, more than a century, keep going? Turn back to the cover and read about how 10 companies have overcome challenges through the decades to still be in business, to still be growing, after all these years.

Signing off, I wish you a pleasant holiday season, and I look forward to helping everyone keep it clean in 2023!

Alliant Systems conference draws industry leaders to Fort Worth IRVING, Texas — Alliant Systems, a provider of business management systems for textile rental companies, says that more than 115 operators representing 55 companies from the United States and Canada gathered in Fort Worth for two days of networking, education and fun.

The company says its annual conference, called “AlliantCon,” is a forum for operators to discuss new technologies, learn new ideas and strategies from one another, and provide education on how operators can grow and manage their businesses.

Highlights included: • Representatives of Sitex Corporation of Henderson, Kentucky, were honored during the event as being the first company to help coordinate the very first Alliant customer con-

ference held in Dallas in 1975.

• LinkedIn Learning customer service trainer and author, Jeff Toister, served as the keynote speaker for the event and discussed how textile rental operators can win and retain customers by promising a guaranteed customer experience for them, and then executing that promise every time. He illustrated the power of this concept by talking about Buccees, a chain of travel centers that has built its entire business and a loyal customer base on the simple concept of promising clean bathrooms for travelers—every time.

• Mayron Herrera, CEO of Alliant Systems, provided attendees with an update on what’s coming from Alliant Systems.

• Nancy Henriquez of Synetek

Solutions discussed why cybercrime is on the rise and why small- to medium-sized companies are now being targeted. She reviewed best practices that operators can follow to prepare and defend themselves against cybercrime.

• Alliant Systems and Global Payments provided updates on new features and functions related to credit card and ACH payment updates, customer-driven payments online, as well as an interactive Q&A called Ask Alliant.

The conference concluded with a group dinner at the Reata restaurant in downtown Fort Worth.

The company says that plans for AlliantCon23 are currently underway for an even bigger and more collaborative event in 2023 with expanded training classes.

Top Stories Appearing on AmericanLaundryNews.com for the 30 Days Ending November 15 (WE) = WEB EXCLUSIVE

NEWS

COLUMNISTS/FEATURES

OUR SISTER WEBSITES

• HLSG Invests in Company, Workforce Future

• Laundry Plant Management Team Women-led, Diverse

From AmericanDrycleaner.com:

• Prudential Acquires Delta Uniform Customer Accounts

• Leadership + Culture = Laundry Operation Greatness

• EVI to Acquire Wholesale Commercial Laundry Equipment SE

• Soil Sort Excellence: Healthcare Linen Processing Starts Here

• CLS Celebrates 123 Years Serving Michigan

• David Griggs: Continuing Laundry Operation Water Usage Improvement

From AmericanCoinOp.com: • Where to Start? Tips for Entering the Commercial Laundry ...

• R.W. Martin Grows Capacity, Enhances Capabilities

• Laundry Operation Preventive Maintenance Plan

• Are You Turning Off Customers Without Realizing It?

• CleanCloud and DoorDash Integrate Services • Cleaner Passes the 5-MillionPound Mark for Wash and Fold

COLUMNIST AT LARGE Tommy Cocanougher

Life’s a dance, you learn as you go: Crisis management T

here’s a country song that says, “Life’s a dance, you learn as you go; sometimes you lead, sometimes you follow.”

While those lyrics make for a great country song, we need to assure that we are leading our employees and customers when it comes to planning for a crisis that affects our business.

That dance of making it up as we go is not going to work well.

As David Griggs wrote recently in this column, the massive flood that affected his business impacted many employees, customers and assets.

Recently, businesses along the Florida Coast were impacted by Hurricane Ian. Fires in California, tornadoes in Oklahoma, polar vortex freeze-outs across the Plains—at some time or another, your business is going to be impacted by a crisis. Even if it’s only on a minimal level, you should have a plan for how to protect your people, assets and business.

We learned a lot during the Great Pandemic of COVID, and in a way, it was a dance—just not a dance we prefer to repeat—and we learned as we went.

Now during this quieter and more peaceful time, with COVID seemingly behind us, I would encourage you to sit with your team and start to shore up your defenses in preparation for the next time something unexpected hits. A few areas of attention that will help include: Employee Records: How long has it been since you updated employee emergency contact information? Numbers change, people change and the info they provided for emergency contacts when they hired in 15 years ago is likely different.

Set a date each year when you collect updated emergency contact information from each employee for the files.

Records Security: Those files with the contact information are no good to you if they are under 6 feet of water, burned in a fire or blown away by a tornado.

Consider updating your storage systems for important employee and customer records (service contracts, communications, etc.) to an electronic format with cloud storage accessible from anywhere. Many cloudbased HR services are available to choose from for these records.

Emergency Supplies: Remember the scramble in 2020 to find supplies for cleaning, sanitation, face masks and gloves? That run on the world supply could impact you again, so take stock and manage your supplies and inventory accordingly.

Same goes for winter weather supplies (salt, ice melt, snow shovels)— don’t wait until the afternoon before a big snowstorm to run to the local big box store for this stuff!

Cross-training: Plan for employees to be impacted and maybe not at work when the next crisis comes around. Take the time now to formalize, and reward, a cross-training plan so you can cover essential and important jobs in the plant and on route. Certify, recognize and reward employees who complete formal qualifications for multiple jobs throughout your operation.

Communications: When certain disasters hit your plant, communications may be down as well. Consider a service utilizing a toll-free call-in number where your employees can get updated messages on work status so they and you can communicate when plant phone services are impacted.

Building & Asset Security: Refresh your building access and security practices. Learn to limit access and provide more secure working conditions for your team.

Gone are the days, unfortunately, when we could run a building that is wide open to anyone coming down the street. Too many tragic instances occur every year where simple building security practices could have helped prevent access.

The Bottom Line: Planning ahead and being prepared takes time and a focused effort. But when that plan is needed, it gives you relief that you have a guide for getting through the crisis, no matter what level it is on.

You will find the stress is considerably relieved by having a plan to work to, instead of trying to dance through it as you go.

Tommy Cocanougher is director-operations engineering solutions for Cintas Corp. Western North America and vendor relations rep for European suppliers. He directs engineering, reliability, quality and safety initiatives across 200-plus industrial sites across North America. He has more than 28 years of experience in the industrial laundry industry.

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Secrets Continued from Page 1 As the company has grown, he says its employees, especially management, were dedicated to growing the company with excellent service.

“We have many employees with many years of service,” points out Shames. “Still today, we are fortunate to have low turnover in management. We still look from within when we add headcount.

But, as we grew/grow, we do look to the outside for some management help.

“We always have invested in training and teaching management business skills to our staff.

We always have tried our best to fill openings from our current staff when possible.”

Over the years, American Textile Maintenance Co. has acquired more than 10 family-owned businesses in Southern California, according to Shames. It has also acquired a food and beverage business from Angelica and a healthcare business from ARA. “In my 43-plus years in this business in California, besides the environmental, we have been challenged with earthquakes, riots, fires and floods,” he shares.

Shames says, “It takes tenacity every day to succeed in the industry. You cannot ‘practice’ linen/ uniform service. You have to play hard every day in order to succeed in this industry.

“If you want to continue to grow in this business, all management and staff have to understand the goals and be on the same page.”

WW UNIFORMS Since WW Uniforms started back in 1924, the company says it has had one mission: to grow and be the strongest service-orientated company in the industry.

After three generations in business in the Wallingford, Connecticut, area, it has learned that customers dislike surprises as much as they appreciate quality service.

With that in mind, WW Uniforms says it has built longstanding relationships by consistently delivering more than expected, without any fine print or “gotcha” moments.

The company began as a drycleaning business, but after watching the market change over the years, it expanded into uniform rental, using its detailed business approach to succeed.

The company says that success has continued thanks to the family’s and the team’s passion for building a company that everyone can be proud of.

“We stay ahead of the curve when it comes to safety, employee wages and overall employee benefits,” WW Uniforms shares. “Our team is strong and supportive, with an average tenure of just about 100

Leadership needs to be fully invested to increase the longevity of a linen service company. (Image licensed by Ingram Image)

employees of 10-plus years.

“By treating everyone like family and engaging our employees to reach new goals, they have the ability to move up throughout the company.”

The company says it works to keep up with business innovations, always incorporating the latest technology whenever possible.

WW Uniforms says all companies share similar challenges, from inflationary repercussions to employee challenges, but what’s important is how you handle them.

The company says it faces problems head-on and approaches them with care and consideration, making strong alliances with the community and industry leaders.

“We are a growth-driven company, and between a strong sales team, service team and owners’ involvement, we have had consistent year-over-year growth,” the company shares.

“With the help of a professional growth coach, we partnered with many years ago, we are all kept accountable and aligned toward the same goals.”

For WW Uniforms, the keys to success are simple: capital investments, keeping up with new technology, adapting sales techniques, engaging and motivating employees, and as the owner, having strong involvement and dedication to your team.

“Be completely vested in your goals,” says the third-generation owner. “Do not just ask or set a goal for your team, be a part of achieving the goal. Be completely involved, build up your employees, and your achievements, and re-investment of your time as an owner!

“All of this will inspire loyalty and the ability to sustain for many years to come.”

ACE IMAGEWEAR For 90 years, Ace ImageWear says it has brought the personal

touch and high-quality service of a family-owned business to its customers in Kansas City, Missouri.

In 1932, founder Ed Heilman did everything possible to make ends meet during the Great Depression, including taking up boxing under the name “Ace,” the company shares.

Together with his wife, Clara, they took their $1,800 in savings, and “Ace Linen Service” was established in Kansas City. Their first customers were local businesses nearby, like the neighborhood grocer.

Things have changed since they opened their first “production floor,” which was just a washing machine, sewing machine and hand iron in the couple’s basement, but Ed’s motto and vision have stayed the same: Always do business on a first name basis.

The business has successfully grown and expanded outside of Kansas City into other markets including Houston and Beaumont, Texas, but Ace ImageWear has faced its share of challenges.

“We bought the business from the second generation right as we entered the recession of 2009, incurring a substantial amount of debt, followed by a significant decline in top-line revenue,” say company owners.

“It was scary, but we hunkered down, cut expenses, implemented a growth strategy (and didn’t sleep much), but we survived 2009, entering a new era where we felt equipped to survive anything.”

Through decades of changes in the uniform rental industry, the COVID-19 pandemic and national competitor buyouts (including a recent Houston acquisition that leaves Ace the last local uniform rental provider in that area), the company says it has worked to stay consistent for its customers.

“As a family-owned business, we treat our employees as part of our family,” the company says. “We

pride ourselves on making sure every member of our team is able to bring their thoughts and ideas to the table.

“Since everyone on our team is either out in the field or in the facility every day, they know firsthand what does or doesn’t work, and we always make sure to utilize their valuable input.”

Ace ImageWear believes the key to success and longevity in the laundry industry is establishing a personal relationship with customers and the community—and doing what it says it’s going to do, whether it’s a follow-up with a prospect, a deadline for a customer or a commitment to an Ace team member.

“You’re not on an island,” the company points out. “Take advantage of peers, vendors and consultants so you avoid some of the issues they may have.

“The best idea doesn’t have to come from you, you just have to be smart enough to listen, find it and implement it.”

SPIN LINEN Spin Linen Services says it has been trusted locally in Omaha, Nebraska; Des Moines, Iowa; and the surrounding areas for more than 90 years.

Founded as Spic & Span Linen in 1932 by Gus and Vic Shiro, the business was originally a dry cleaning and shirt laundry company in downtown Omaha.

The two owners responded to popular demand by expanding their services to include linen supply, and by the time the new owners, Del Ringling and his father-inlaw Mike Nisker, took ownership of Spin in 1979, they were providing linen rental services to the hospitality and healthcare industries in the area.

Today, Del’s daughter, Angie, is the owner of Spin Linen and has continued to grow her family’s business to more than 800 custom-

ers by serving the community with one mindset: Don’t give customers a reason to look elsewhere.

Spin says its success comes from simply offering more: more diverse products, more services, and more committed and hard-working team members who truly care.

Over 90 years, Spin has faced its share of challenges, including major fires, recessions, equipment failures, staffing challenges and financial stressors.

The one thing that has gotten it through those tough times? Pure grit. The ability to do the hard work that needs to be done. Spin says it hasn’t allowed itself to not come through for its customers.

During these rough patches, the company says it did everything to make sure the customer got what they needed.

Efforts to continuously improve its processes, technology and communication, as well as dedication and passion for its customers and community, have allowed Spin to succeed.

The company adds that one of its strengths is focus—focusing on what it is good at and staying away from what it is not.

Spin says it follows its core values and hires staff that aligns with that: Integrity, Customer Service, Teamwork, Accountability and Innovation. The company also wants partner customers that fit within its core values and culture.

Clearly defined roles and processes ensure everyone on the team has what they need to succeed.

“Prepare to work really hard,” says Angie. “You have to be all in and committed. You have to put your customers and your staff first. And you have to be curious.

Curious about how to do things better and then be able to implement when you know there is a better way.

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Secrets Continued from Page 6 industry, and you have to always strive to improve.”

PRUDENTIAL OVERALL SUPPLY Founded by John D. Clark in 1932, Prudential Overall Supply, a provider of reusable image work apparel and related textiles, has grown from a one-man operation in Southern California to a national brand serving customers throughout North America.

While working as a gas station attendant and a salesman for a company that catered to laundry needs for the medical profession in the area, Clark got the idea to open a laundry that picked up, cleaned and delivered uniforms to workers who didn’t have the time to clean their workwear.

He called the company Prudential Laundry because he saw a sign for Prudential Van & Storage in Los Angeles and liked the strength and character of the name. He started work in a small tin shed behind a laundry, and the company grew from there.

“It was a lot of hard work,” says Jerry Martin, vice president of sales and marketing. “The first week’s revenue was $4.84, and now, we’re at about $250 million a year.”

He says that many laundry operations that started years ago have been acquired by other companies, but Prudential has remained an independent business over the decades.

“I think Prudential has a very unique way of developing talent from a generational standpoint, and when one generation is retiring from the business, the next generation of leadership has already been developed to the point where they can then step in and help bring the business to the next plateau,” Martin shares.

“And that’s really the thing that I’ve always been very impressed with, that the company has been able to do that. Ultimately, it stems from the ownership from the Clark family, their commitment to the business, to the employees and, of course, to the customers that make all that possible.”

Until about the 1980s, Prudential mainly grew its business through its routes.

“We did have some outside sales representatives,” Martin says. “It was limited, and we just gained a lot of business by referral and then through our route sales and that type of thing.

“The ’80s brought more competition into the marketplace, and then we had to outfit a professional sales organization.”

However, he says the main factor for the company has been customer retention. Prudential has a goal to retain 95% or more of its customers every year.

The company also works to

Long-lasting laundry operations invest in their employees. (Photo: © Photographer Lopolo/Depositphotos)

retain its employees. One way is through its year-long management potential training program to develop leadership in college graduates or people coming out of the military.

“And we’re always looking for route representatives, production employees, salespeople to help bring them on and run the business,” Martin shares.

“The Clark family is committed to the employees. They’re really into helping develop our people through training through different programs that we have.”

Besides training programs, Prudential helps its employees by providing benefits such as profit sharing, tuition reimbursement and health benefit programs.

“When we add up all of those programs as an employee, you say, this company cares about its employees, cares about his customers,” Martin points out. “This could be the kind of place that I see myself making a career.”

CEO John Clark, the third generation of the family in the company, has launched a century initiative. As the company celebrates its 90th anniversary, it’s thinking about the next 90 to 100 years.

“What’s that going to look like?

What types of things do we need to think about investing in to push us along?” Martin says.

“There’s a budget for these initiatives, and we’re listening to our employees, listening to our leadership team about the types of things we may need to think about to help position us to be competitive and be a good option for our customers.”

GALLAGHER UNIFORM Gallagher Uniform has been in business for nearly 130 years, evolving over the years by adding

products, services and innovative technology to best serve a wide range of customers.

John C. Gallagher started the business in 1893 as Detroit Waste Works to clean and recycle rags for local businesses. As the company continued to grow, not only providing shop towels but laundering and maintaining them as well, they were able to move to a larger facility in 1924.

In the late 1930s, Norman Gallagher, John’s son, expanded the company to Battle Creek, Michigan, where it is still based today.

The Gallagher story includes five generations of the Gallagher family, facilities in Detroit through the early 1900s and even a cotton mill in Florida where they spun cotton for shop and bath towels.

The 1960s and ’70s brought change as the company began laundering work uniforms to serve the growing Michigan manufacturing industry. The company also changed the name to Gallagher Industrial Laundry and in 1975 decided to sell the Detroit facility to focus and expand in Battle Creek.

Throughout the last several decades, Gallagher Uniform says it has focused on technology and innovation with bar codes on garments and now UHF chips to track garment lifecycle, location within the facility, and ensure complete deliveries to their customers.

Like many industrial laundries, the makeup of manufacturing in Michigan has meant serving a variety of industries from food manufacturing and automotive to pharmaceutical production and agriculture. Michigan’s economy has been a challenge over time, the company points out.

Another challenge is always the family dynamics of working with family and ownership succession.

Gallagher says it has always held company culture, transparency and innovation as core attributes of its leadership team and its associates. Company leadership has always been involved in the community and local organizations, and it encourages associates to do the same.

Leadership is on a first-name basis and makes it a point to be accessible to associates, according to Gallagher.

“We post our company numbers in our break room areas and share success with the company,” it says. “An overall relentless pursuit of continuous improvement in growth, innovation, and being a good employer and corporate citizen are at the heart of our culture.”

Like how transparency, accessibility to leadership and investing in technology have helped Gallagher grow as a company, the company says these aspects have also helped in generating new business.

“We have stayed focused on the industrial uniform rental business,” according to the company. “Our growth has not come through any acquisition, just keeping customers and partnering with new ones.”

Gallagher Uniform continues to add new technology to make communication faster and more efficient with web-based and mobile applications for customers and their employees.

The company says the apps and CRM (customer relationship management) utilization also help empower its sales and service teams to make decisions and help customers the first time they need it.

“We invest in our associates through cross-training and offer flexibility and creativity in order to help them learn and grow,” says Gallagher. “We also celebrate them

throughout the year with our St. Patrick’s Day celebration, Kids Christmas Party and our company Christmas party for associates.

Gallagher points out that integrity, honesty, a passion for great customer service, and involvement in industry associations and local organizations have all been key parts of its longevity. It also includes devotion to the tradition of the family business and maintaining it for the next generation—a healthy respect for the Gallagher who passed it on to honor going forward.

“Be innovative, always looking for ways to improve efficiency, processes, tools, etc.,” the company says.

“Invest in technology to support making jobs faster, easier and more productive. Build a trusting and supportive culture, work alongside your associates, have a hand in building your legacy, and most importantly, deliver on your promises.

“Get good professional help to navigate family succession planning and working out the differences of opinion. Get good coaches (consultants) who can help you grow your business and develop a strong strategic plan. You can’t do everything on your own.”

PLYMATE Plymate is a fourth-generation family business that was founded in 1930 in Shelbyville, Indiana by Glenn Plymate. Today it provides work uniforms, facility service programs, floor mat programs and direct purchase logo apparel throughout Central, South Central and North Central Indiana.

Glenn started by purchasing a small dry-cleaning operation. Soon he added hospitality, healthcare and home laundry. The company says he focused on the customer above all else—not only outside laundry customers but also

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internal employee customers.

Plymate says taking care of the customer was and still is the cornerstone of its operation.

After adding commercial laundry, Jim Plymate, the second generation in the business, focused on developing industrial rental programs with work uniforms and floor mat programs.

The company says its most difficult challenges were surviving a fire in 1968 and again in 1988.

The 1968 fire destroyed the facility, shortly after a major remodel, and forced it to find a new property.

Plymate says its employees were loyal and worked tirelessly to help recovery efforts in both instances.

The company says its mindset has been to provide a quality product. In addition, it has created a work culture where it embraces open communication. All opinions and ideas matter.

Its philosophy for acquiring business is to do what it says it is going to do.

“We are honest in what we can offer and open when we cannot offer or solve a problem,” Plymate shares. “We take pride in our commitment to investing in advanced technology and also hiring the most talented co-workers possible.

“Hire and train well, pay fairly, offer competitive benefits, recognize hard work, don’t over commit and show appreciation.

“Communicate, communicate and communicate both internally and externally!”

KLEEN KRAFT SERVICES Kleen Kraft Services was founded in Los Angeles by Albert Antman in 1952, and it wasn’t long before Kleen Kraft became a family business with Albert’s son, Seymour, joining the company in 1956. Today, Seymour’s son, Fred, serves as president and CEO. Kleen Kraft started as a small retail laundry business, and over the years its dedication to highquality service allowed it to grow.

In the 1970s, Kleen Kraft’s services had expanded to include commercial laundering and uniform rental to other small local businesses. This growth also meant acquisitions were possible, and by purchasing Supreme Laundry and Pride Uniform Rental, key personnel joined the team, including VP and General Manager Boris Zaidman and Director of Sales and Service Bob Halstead.

The company’s success has not come without challenges, and like most small independent businesses, national competitors are always a concern.

With Kleen Kraft’s focus entirely on uniform rental and facility supplies services today, hundreds of similar companies have fallen by the wayside or been bought up by national providers.

However, through strong family values and careful management, Kleen Kraft says it has maintained a steady trajectory of growth and profitability, consistently providing each client with a high level of service.

By treating its customers and employees with respect and professionalism, leadership created a company culture that people don’t want to leave. Kleen Kraft says its employees enjoy fair pay, advancement opportunities and a variety of benefits that have resulted in something rare in most businesses today—workforce longevity.

Some of its employees have worked for Kleen Kraft for 10, 20 and even 40 years. Leadership believes that if you hire the best and take care of your employees, you can offer the best in service.

For Kleen Kraft, strategic investments in equipment, industry education, continuous innovation, patience and persistence are the keys to longevity and success.

“Take care of your customers— be accessible, fair and honest,” says Zaidman. “When your customers are happy, your business will consistently grow and thrive.”

GENERAL LINEN SERVICE General Linen started business in 1938, and it’s been familyowned and -operated ever since as one of the largest linen management companies in New England.

“It’s been a pleasure, and continues to be a pleasure, providing our dedicated uniform and linen management services to our community,” the company says.

Lucien Drolet started the company in 1938 with two customers.

He made 50 cents during his first two weeks in business, laundering three aprons and a coat.

From the start, the business says it demonstrated a strong work ethic and a desire to provide quality service and customer satisfaction. It was a niche market to start and clients were happy being able to spend more time on their business and less time on their laundry.

“We strive to be innovative and on top of all the latest industry trends and guidelines,” General Linen says. “This has made us continually evolve with new facilities, top-of-the-line technology and a commitment to sustainability.

“Most recently, we went through a brand refresh and the launch of our new division–GenMed.” In 1980, a fire destroyed the building that housed the business, along with all of the machinery and linen inventory.

The fire not only forced the family to react quickly to save the business, but it was also a springboard to new growth. Starting in the 1980s, the company grew by acquiring several other linen services.

The Drolets also realized that their customer base had changed from small butcher shops, gas stations, and barbershops to hotels, restaurant chains, and large corporations.

General Linen says it has many long-term, experienced employees who put the “service” in General Linen Service for its clients.

“Staying true to our mission and

Laundries that strive to improve customer service/satisfaction are better equipped to stay in business for years. (Image licensed by Ingram Image)

creating the best experience for our customers is how we’ve stayed successful,” it says.

“Every time we call on a prospect or a client, we have an opportunity to stand in their shoes and really understand how we can improve their business. That is what drives our innovation and growth, leading to the longevity and success of our company.”

General Linen says its local mindset and ability to outperform many national providers have been key to its long-lasting success.

“We have an experienced team that is dedicated to serving our customers to the highest standard,” says the company. “Treating our clients like they are part of the team is how we create business partners for life.”

General Linen’s advice for longevity?

“Create a foundation that you and your future employees are proud to be a part of. Then adapt and innovate so you don’t get left behind but stay true to your core values.”

DIVISION LAUNDRY & CLEANERS Division Laundry & Cleaners opened for business in 1939 as Division Tailors & Cleaners. It was founded by Peter Garcia in a modest 1,200-square-foot building located inside Fort Sam Houston, San Antonio, Texas, according to Patrick Garcia, the current president and son of Peter.

The business laundered uniforms on scrub boards, drying on a clothesline and hand-ironing and sewing on stripes for troops from the 2nd Infantry Division.

A second plant was built around 1953 on West Commerce Street in San Antonio called El Capitan, which processed military uniforms. It was converted into a food and beverage linen supply plant called American Linen Service, which was sold to a large Texas family chain linen supplier.

In 1964, Peter constructed a new facility on westside San Antonio, designed by the National Institute of Laundering and the National Dry Cleaning Institute—the first of its kind in the Southwest United States.

“Division Laundry grew adding many new customers while expanding the plant three times,” Patrick says.

In 1978, it diversified into becoming one of the major blue jean pre-wash plants in Texas, processing more than 50,000 pairs of blue jeans per week.

When Levi Straus moved all of its laundering to Mexico, Division Laundry turned its operation into a 100% hospitality and healthcare plant, processing linens for San Antonio’s major hotels and hospitals.

In February, the company announced that it had acquired the Texas assets of Angelica. The transaction included two facilities and their depots and allowed Division to expand into the Dallas, Houston and Oklahoma markets.

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“Division Laundry is the embodiment of the American Dream,” shares Patrick. “It is very rare anywhere in the world for a business to be around for 30 or more years, especially overcoming great adversity, but Division has served its community for 83 years.”

Some of that adversity came in the form of Peter being an immigrant from Mexico.

Then, in 2001, a fire destroyed a plant. The company worked to keep servicing customers and hold onto as many employees as possible.

A new plant was built in 2003, providing jobs to more than 356 full-time employees as of 2020.

Patricia Garcia Luna, chief administrative officer, and Theresa Garcia, chief operating officer, believe that being women in the laundry industry presents challenges. Their perspective is that they are passionate and have leadership skills, and they will continue to fight these gender stereotypes.

Then the COVID-19 pandemic presented opportunities and challenges for Division Laundry. The company lost all its hotel business and 40% of its healthcare volumes during the peak of the pandemic.

However, Division Laundry set up unique COVID-19 control guidelines that enabled it to work with acute care hospitals in Texas and testing and makeshift facilities from as far away as 350 miles away.

The company also found ways to help manufacture face masks and plastic face shields.

“My father instilled in me the pillars of his success: deliver on your promises and you have to be better than everyone else—your quality has to stand alone and above all others,” says Patrick.

“As my three children and son-in-law learned how to work together, they understood the strong moral character that their grandfather and grandmother stood for and that it would soon be their driving force to succeed in bringing the family business to greater heights.”

Patrick shares four things that have been key to the company enduring and succeeding: 1. Preserving our reputation for sincerity, fairness, dedication and a strong work ethic built over decades of excellent service in our industry and community.

2. Working together to exceed the expectations of those we serve.

3. Taking pride in our work.

4. Providing the care and professionalism that results in excellence.

“Deliver on your promises with your employees, vendors and customers,” Patrick adds. “Building strong partnerships is key to longevity. Your partnerships are built on trust. Excel in confidence building in all your partnerships.

“When your service fails in quality, delivery and fill rates, always tell the truth of why these things happen within your organization.

Never tell your customers a false story.

“This is how you develop your relationships for longevity.”

10 DECEMBER 2022 | AMERICAN LAUNDRY NEWS

Transport

Continued from Page 1

tions can better ensure goods stay clean throughout the facility and through the transportation cycle.

First, Mitchell Trom, route supervisor for Textile Care Services (part of the Healthcare Linen Services Group) in Rochester, Minnesota, and Sarah Brobek, the new executive director of ALM, and former E.D. Linda Fairbanks, answer questions about transporting hygienic linens.

Then, Ken Koepper from TRSA shares what Greg Shames, operations vice president for Los Angeles-based American Textile Maintenance, says about how his company handles linen transportation.

TEXTILE CARE SERVICES, ALM Q&A How has the pandemic influenced how the industry thinks about transporting hygienically clean linens in-plant and to customers?

TROM: There’s a lot more emphasis on PPE (personal protective equipment) and additional disinfectants for people and equipment. Plus, more diligence in maintaining existing hygiene standards.

For example, drivers have always worn gloves. Before the pandemic, they weren’t as conscious about changing those frequently. Once the pandemic hit, everyone started thinking more about protection, and that’s here to stay.

BROBECK and FAIRBANKS: Mostly increased awareness. There have been recent concerns about transport that increase awareness for addressing potential problems such as where are clean textiles delivered at the hospital (is it off-loaded in an area for clean receiving?), how long are the textiles left on the dock, and are they in an appropriate environment at the hospital?

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We’ve always received questions, primarily from hospitals, about the “correct way” to protect linen during delivery.

The greatest misunderstanding from the hospital is that there is only one correct way.

We talk them through their concerns, help them to understand the various ways to protect the textiles and utilize guidance from the CDC (Centers for Disease Control and Prevention) that addresses their concerns.

Sometimes it takes referring them to their laundry contract for validation.

Everyone just wants what’s best for the patient.

How have customer expectations/ demands changed in terms of clean linen transport?

TROM: It’s been a moving target with constantly changing rules from customer to customer.

Some days we can go in the customer’s buildings. Some days we need a mask and gloves or maybe eye protection.

The rules are still changing, and it’s up to our drivers to get to know what their customers want. We just keep adjusting as best we can.

BROBECK and FAIRBANKS: During COVID, of course, there were changes in demand and an intense flu season may continue those concerns.

What changes have resulted from the pandemic in transporting clean goods in a plant (carts, conveyors, bags, etc.)? Has equipment changed in the past few years to help ensure clean linen transportation?

TROM: These areas haven’t changed a lot. We have always had strict standards and guidelines to maintain for our customers—especially our biggest customer, Mayo Clinic.

We’ve worked closely with them and their infection control people for years to ensure everything is up to standard.

We have newer sprayers on our loading Maintained carts can prevent tears and tipping in the plant. (Image licensed by Ingram Image)

docks for inside the trucks, and we spray a little more often than we used to. We’ve always documented that we’ve sprayed the whole inside of the truck, so we already had a pretty high standard BROBECK and FAIRBANKS: Efficiencies and innovations that improve the ability to protect the integrity of the clean textiles will always be a strong consideration.

We have heard of concerns over the use of plastic film/shrink-wrap from hospitals focusing on green initiatives and expect to see some options on that front.

Route drivers are wiping down truck cabs more these days. (Image licensed by Ingram Image)

What changes in delivery transportation of clean goods have taken place?

What has changed in terms of the equipment drivers use, from carts to delivery trucks?

TROM: Just minor adjustments, putting more emphasis on wiping down the interior of the cab every day. Using some improved spray disinfectants for the cart wash and truck boxes.

BROBECK and FAIRBANKS: During COVID, many hospitals limited outside contractors from entering the facilities.

Soiled linen was left on the docks and hospital personnel came outside to meet the clean linen delivery personnel and shepherded the carts inside.

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trucks and electronic logging of disinfection procedures began. Drivers were offered more PPE, the same they would use if they worked in the soil department, not just to meet customer requirements, but to maximize their comfort.

While they may not be required to wear masks today, they are encouraged to take whatever additional precautions they want, Greg Shames, operations vice president, says.

For example, Medico runs operations seven days a week, and drivers often don’t use the same truck each day. This encourages sanitizing before and after running a route.

Post-route cleaning has always been required; COVID has persuaded more presanitizing.

“Although the previous driver is responsible for disinfection, there’s no better way to be satisfied with a truck’s cleanliness than to sanitize it yourself before you start your route,” Shames observes.

Ultimately ATM wants to ensure “our team members want to do the job day in and day out,” he says, which requires management to listen to their hygiene concerns as well as their customers’ concerns.

Such concerns are often aligned. If a driver is particularly cautious, customers don’t mind. Some had requested isolation gowns or additional PPE, so they were provided with extra sets to maximize their comfort with transporting soil.

Throughout ATM’s laundry and service operations, for all healthcare and hospital-

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ity industries served, “we’re in a better place in terms of additional emphasis on ensuring we don’t let our guard down.”

The company has long scrutinized its procedures that affect how well clean items reach end users, “from machine to customer,” says Shames.

The decision to brand Medico separately from Republic in the 1970s reflected the company’s recognition that hygiene standards are integral to customer confidence and employee protection.

In 2020, COVID gave everyone a scare and reminded ATM that dedication to its rules for cleanliness could never be deviated from, only improved.

FINAL THOUGHTS “It’s important to make sure all your equipment is clean and in good working order,” Trom shares. “No sharp edges on the carts that might cause a cut. No bad wheels that might cause a tip-over.

“It’s important to make sure the customers are using the carts for laundry, and not using the laundry carts for hauling garbage or construction debris. It’s all about good training and good maintenance.”

Finally, Brobeck and Fairbanks say, “This is an excellent opportunity for laundries and hospitals to work together to ensure that the hygienically clean textiles processed at the laundry are received, stored and delivered in that same manner to the patient bedside.”

Laundry personnel are using more hand sanitizer and gloves to maintain clean linens in the plant. (Image licensed by Ingram Image)

What has changed regarding employee knowledge and practice/processes, first in laundry facilities?

TROM: Everyone is more aware of good practices for not transferring germs. We use a lot more hand sanitizer and masks when needed.

How about with route drivers?

TROM: The drivers are more aware of the hazards associated with the soiled laundry and how to avoid contamination of themselves and the trucks.

We’re doing more wiping out of the truck at the end of shifts. Historically we’ve instructed all drivers to wipe down the truck at the beginning of the shift, recognizing that when their shift is complete, they’re ready to go home.

How can an operation best train its employees on the handling/transport of hygienically clean textiles?

TROM: That’s an ongoing process that never ends. Once you’ve established a standard you have to be a little creative in trying to find new ways to remind people of good practices, so they don’t become complacent.

It’s very easy to start taking shortcuts to try to get your job done sooner. It’s human nature.

For new drivers, our veteran employees get them going in the right direction, teaching them all the good practices of working around a laundry.

It’s an ongoing process even for drivers who have been here forever. You have to keep reminding them and find new ways to tell them the same thing again and again.

BROBECK and FAIRBANKS: No regulatory change that we are aware of, but a heightened need for education as the best

means for ensuring staff is following best practices and current guidelines for handling and transporting clean linens.

Managements’ knowledge of unique and specific regulations for their state is essential here.

What steps can a laundry operation take to evaluate its linen transport process to help ensure the cleanliness of goods?

TROM: Once a standard has been set and everyone understands it, you need to make sure the standards are enforced.

Use periodic spot checks, and ridealongs, to make sure we’re not cutting corners.

BROBECK and FAIRBANKS: Talk with their customers—maintaining hygienically clean linen for patients is a marathon.

The laundry hands off to the driver, the driver hands off to the linen department, the linen department hands off to clinical services, and clinical services delivers to the patient …. They all play a role, and it takes everyone to be successful—educate and cooperate.

OPERATOR LINEN TRANSPORT EXAMPLE Los Angeles-based American Textile Maintenance (ATM) serves Southern California medical facilities from its Medico Healthcare Linen Service operations and restaurants and hotels with its Republic Master Chefs service.

Having been highly infection-prevention conscious on the healthcare side before the pandemic, the company was accustomed to taking precautions to protect employees and customers.

Management was determined to go a step above as COVID-19 settled in.

UV lighting was purchased to disinfect Miele_BMAd_4.75x6.75in_PrtOL.indd 1

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“The end of the year is a time for reflection and planning for me. What concerns do you have for the industry going into 2023?

And what are you looking forward to?”

PANEL OF EXPERTS

Reflecting on 2022, looking toward 2023

(Image licensed by Ingram Image)

Healthcare Laundry William Muse United Hospital Services, Indianapolis, Ind.

F

irst, I want to say Happy Holidays! Cheers to surviving another year of abnormal operations!

Looking toward 2023, I am hopeful that we will continue to see a return to “normal.” That said, we have seen many challenges this year such as supplychain interruptions, labor availability issues, rapidly increasing wages and a changing economy.

This has been apparent in the conversations that have been occurring with customers who are all making changes to their operational plans now that COVID has reached its anticipated state of equilibrium.

Planning for a new year, I am most concerned about the continuous changes occurring in the labor market, which goes hand-in-hand with the state of the economy.

This year, we have seen high levels of inflation, and there have been rumblings of a recession for months now. Should this come true, it will certainly have an impact on our customers, our suppliers and our workforce across the industry.

On the other hand, I am looking forward to a year of growth, expansion and more of the “normal” operations we have come to know and expect pre-COVID. I am optimistic that we are at the point where we can soon remove COVID from our normal everyday conversation and instead talk about business and what truly matters to us across the industry—growth, sustainability and relationships with customers, vendors and suppliers alike!

It has been a pleasure sharing some of my knowledge and insight with you this year, and I hope 2023 makes for a great year for you and your organization.

Chemicals Supply John Schafer

to understand if they are having any difficulties sourcing products for you and work with them on solutions, for example, alternative products or ordering an extra supply.

Finally, inflation will require that you be very careful with your spending and cash flow.

We have made great strides since the onset of COVID and all the problems that brought us.

Diversey, Fort Mill, S.C.

Commercial Laundry

W

e continue to have struggles with labor, supply-chain issues and inflation. Those would be my main concerns.

So, I would prepare myself to keep my good employees—look for ways to make them happy and productive (we’ve discussed this previously) and continue to look for good employees.

Make sure you are in communication with your vendors

Lee Baldauf Superior Linen Service, Tacoma, Wash.

W

hat an interesting and exciting year 2022 has been.

Seemed like the pandemic would never quit being a restrictive

shutdown machine, and, suddenly, we began emerging from it, building back volume and celebrating the customers that survived it (both figuratively and literally).

For the plant I work in, our product mix has changed, and labor challenges are a constant source of frustration.

To deal with these challenges (or motivational opportunities to improve and change), my owners have committed to significant equipment investments that will improve throughput and reduce the number of operators necessary to get our goods back to the customer in an efficient and high-quality fashion.

With the equipment ordered, and tentative delivery dates made, there will be many internal infrastructure changes in the plant.

Additionally, we have had to adjust plant-wide, already, to effectively address changes to our mix this year. A new mindset is being established, and this

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13

is when good leaders shine.

Ownership has been very open about how we need to embrace and attack things. Change and all the aches that come with it are being tempered with light being shed on the upside at the finish line.

I am excited about our new projects and processes. I think the changes coming ahead for 2023 will be welcomed by everyone in the company.

It is good for the morale of all involved to see forward thinking and investment. You appreciate the efforts made in a company you can hope to finish your career in.

As for concerns … recession, crime, labor, war … these things do happen, have happened, and will always be a potential problem in business, and our personal lives. You can’t bury your head in the sand and pretend these things don’t exist, but it isn’t the boogeyman either.

Plan for success. Strategize with colleagues. Embrace opportunity and be flexible enough to change again.

I think we got this! Thanks for letting me share my thoughts for 2022. Best wishes and success to all!

(Image licensed by Ingram Image)

Consulting Services Jon Witschy Spindle, Woodridge, Ill.

F

or 2023 and sooner, talk of a recession persists.

Conventional wisdom says that it is inevitable, but still asks the

question, “How big will it be?”

Recession affects all individuals and industries, and, although laundry is here to stay, revenues are certainly reduced during times when consumers are apprehensive and therefore pull back on travel, dining and the other activities that drive business to our industry’s users.

Added to that are concerns about margins and profitability, considering the rising costs of labor, utilities and other necessary operating expenses.

However, looking back on 2022 (which may as well include 2021 and 2020—a lot of time has run together …), I think of the successes that this industry has achieved.

We’ve battled through a global crisis and already survived its economic and social effects. This has surely given us the skills to better handle what comes next.

Although this month’s question references “planning,” our future best-laid plans will no doubt require frequent modification, and recent history has forced everyone

to be able to adapt.

Whatever the coming year holds, I look forward to building business and personal relationships, increasing my own knowledge and abilities, and encouraging others to do the same.

On that note, I wish you all the best for a joyful and prosperous 2023!

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Leadership + culture = laundry operation greatness ImageFIRST executive vice president shares how company has created a service-focused culture to drive business

BY MATT POE, EDITOR ATLANTA — The laundry and linen services industry is in a race right now.

A race to “return to greatness,” according to Jay Juffre, executive vice president of ImageFIRST, a healthcare linen and laundry services provider headquartered in King of Prussia, Pennsylvania.

After the past couple of years, the industry is in a “time of tremendous opportunity.”

“It’s a race right now with a very limited window, and companies that were great prior to COVID who may have slipped a little have the opportunity to return to greatness,” Juffre says.

“Companies organizations that were just good or even poor have the opportunity to become the industry leaders.”

How can laundry operations win this race?

“The companies and organizations that reconnect with their employees, their customers and their cultures the quickest are going to win,” he says. “The others may not even place, and they may be left far behind.

“A winning culture not only makes a place a great place to work, but we know it fuels success, it fuels growth and drives results.

“Now more than ever, culture matters, and leadership and culture go hand-in-hand.”

Juffre shared how ImageFIRST’s culture and purpose have driven business development during the educational session “Building a Business on Culture” at The Clean Show here this summer.

THE GOLDEN CIRCLE When Juffre first interviewed at ImageFIRST, the company was rolling out new operating principles. In the middle of a circle, the company’s purpose was why the team went to work every day.

Around that core purpose were the company’s values (how they work), goals (how it “wins”) and service vision (how it connects with customers).

He saw that something was missing: no mention of linen, washing and drying, delivery, etc.

“If ImageFIRST could build a company and maintain these operating principles, they could be pretty special,” Juffre says.

About two years before he interviewed with the company, Juffre read “Start with Why” by Simon Sinek, which highlights a concept called The Golden Circle.

“Every single organization or company in the world can tell you what they do,” he shares about the concept. “They can tell you what they do. They can probably

(Image licensed by Ingram Image)

tell you how they do it. Very few can clearly articulate why they do what they do.

“What Simon figured out is for great organizations, almost every great organization, almost every great company, every great social or political movement, typically, starts from the middle and work their way up. They start with the why; they start with why they do what they do. Then they work with the how. And then finally the what.”

Juffre asks if laundry operators know their companies’ “why.”

Can they define it, and does every member of the team know the “why” they go to work and have it top of mind every day?

THE IMAGEFIRST EXAMPLE “ImageFIRST is not a perfect company,” Juffre admits. “We don’t have a perfect culture, but I will submit to you that our approach has delivered a good culture and some remarkable results that has fueled growth.”

He says that ImageFIRST does start with the why, the company’s purpose. The reason every single employee goes to work each day is to build a great company with positive impact on the lives of its associates, its community, its customers and their patients.

“What a great reason to go to work every day,” Juffre points out, “and we teach this at every level in the organization.

“To give you an example of how this can have an impact on our industry, take a production associate who’s focused on our plan.

What am I doing? Feeding gowns into a small-piece folder. That’s a much different perspective than a production associate focused on why they are doing what they are doing.

“Why am I doing this? Soon patient will be wearing this gown.

They’ll probably be in a doctor’s office or surgery center. They might receive good news or bad news while wearing it. Therefore, I’m going to take a little bit more time to inspect it. Big difference.”

Juffre then used the company’s customer advocates, who deliver goods, to show the difference between focusing on “why” rather than “what.”

“What are they doing?” he says.

“They’re driving the truck, picking up soiled linen and delivering clean linen. As opposed to the why: I’m managing a winning program for my customers to make life easier for their staff so they can take great care of their patients.

“I could go on and on, but aligning your team around the why they go to work as opposed to what they’re doing can have a huge impact on how much pride they take in what they do.”

Juffre says that once the “why” is set, the company moves on to the “how.”

“One easy way to build a culture is to define the behaviors that you want people to act and then teach and reinforce those behaviors every single day,” he points out.

Then, the company focuses on its goals.

“This is how we win,” says Juffre. “Our goals, in order, are associates, customers, growth and then profit. Our No. 1 goal, it ties to our purpose, is for our associates to take pride in achieving their best.

“Followed by our customer goal; we want to create partnerships. We can’t live without our customers. Followed by our growth goal; we want to increase organic growth 12% or greater

every year. Followed by our profit growth; we want to increase our profit year over year by 18%.”

Juffre admits that he does get “pushback” from others in the industry about the order of the company’s goals.

“They’ll say without profits, you can’t pay the associates,” he shares. “Without customers, there’s nothing for the associates to do. Without growth, you can’t sustain the other three goals. All I can say is we respectfully disagree.

“The customer will never be happier than the person taking care of them. If you don’t believe me, go to a coffee shop, and I’ll show you what I mean. If the server’s miserable, the customer’s miserable.

“Associates take great care of the customer. Then you build loyalty and loyalty leads to more customers and referrals. Our approach is simple: take great care of your people. Create an environment where they love coming to work each day. They, in turn, will take great care of the customer, and you will grow profit.”

ImageFIRST’s final “how” was added about five years after Juffre joined the company: how the company interacts with customers.

“Create a positive moment with every action,” he says. “We wanted a ‘how’ that can really support our values, our purpose and our goals.

“This is not only how we interact with customers; this is how we interact with everyone—our customers, their staff, their patients, each other, folks we meet out in our community, our vendors.

“And think about this, if every interaction you have with someone is positive, it’s nearly impossible not to have a positive impact on that person.”

IMPLEMENTATION When Juffre first started working for ImageFIRST, it was in the Miami plant as general manager, Southeast Florida. Were the new operating principles that attracted him in action when he arrived?

“No, of course not,” he shares.

“That plant was so full of excuses.

They were by far the worst marketing the company, but I had faith that if we implemented the new ImageFIRST operating principles, results would turn.

“The rollout of the ImageFIRST operating principles for the team in Miami was simply putting them up on a wall and then going on throughout their day.”

Juffre quickly worked to implement the principles.

“So, every decision we made as a leadership team was based on the operating principles, and the results quickly turned.”

He says that in a short time,

Miami went from the least profitable market to one of the most profitable. After being flat for years, it had a 20% growth rate.

There was a 25% increase in pounds per operating hour, a 10% increase in revenue per pound, and a net promoter score that went from 25, which is the worst, to 75, which was more respectable.

Being in Miami, the plant is hot, and the 90-day survival rate for new associates went from 5% to 95%. Turnovers went from 90% to 10%.

A more recent example of how ImageFIRST’s operating principles helped the company, Juffre shares, comes out of the pandemic. The company was focused on outpatient surgical markets, and states were canceling elective surgeries, and people were afraid to go to the doctor for routine care.

“This had the potential to devastate our company,” he says. “So, we looked around at what other companies were doing, but we also looked at the operating principles for guidance.

“What we did, without knowing how it would turn out, is we used the operating principles for guidance, and we came up with a simple plan. We came up with three simple rules for coping at ImageFIRST: Keep everybody safe. Keep everybody employed.

And take great care of our customers, no matter what it took.

“We based the plan on our operating principles. We based it on our values. We felt being respectful and being honest with our associates was the best approach. We wanted to keep everybody safe.

And we felt that if we took great care of our associates and our customers, as always the growth and profit would follow.”

Juffre says that when leadership rolled out the plan to the team, they went from very nervous that the company would abandon the operating principles at a time of crisis to extremely enthusiastic.

“2020 was our best year ever, followed by 2021, which was even better,” he shares. “ImageFIRST is now the fastest growing, largest provider of medical linens in the U.S., and we attribute this growth to our business approach and the culture we have created.”

In conclusion, Juffre offers some advice. A laundry service’s operating principles, mission statement, values, objectives, etc., can be complete, organized and have the potential to add value to the organization and fuel growth—but they need to be used.

“Take them down off the wall and use them,” he says. “And if you start using them every day, you’ll be amazed at what can happen.”

AMERICAN LAUNDRY NEWS | DECEMBER 2022

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Career Biela, Fernandes to replace Nield at JENSEN USA PANAMA CITY, Fla. — Equipment manufacturer JENSEN USA reports that Tony Biela is to take up the position of president and Carlos Fernandes has been promoted to senior vice president of sales.

Biela and Fernandes will replace Simon Biela Nield, effective January 1, 2023.

Biela started working for JENSEN USA in 2019 as vice president of finance. Thanks to his cross-cultural expertise and his experience in executive roles with former employers, the company says he has added a lot of value to its U.S. business operations.

His main focus will be on leading the transformation of operations here.

The representation of JENSEN

USA toward esteemed clients will be attended by Fernandes, who was appointed as senior vice president of sales. The company says he offers a vast knowledge of the JENSEN product line combined with an excellent understanding of customer service and relationships.

Fernandes has been serving the laundry industry for more than 37 years.

These changes are a direct result of Nield’s decision to step back from his current role as president of JENSEN USA. Recently diagnosed with Parkinson’s disease, he has chosen to focus more of his energy on his personal well-being.

A career spanning nearly four decades in the laundry industry is now slowly phasing out. The company says Nield will continue to support the manFernandes agement team as president emeritus.

The company says Nield’s passion for the laundry industry, its clients and the team in Florida

Track

are beyond exceptional, and it thanks him for all that he has done and wishes him all the best for the future.

Brown named Ecolab president, COO ST. PAUL, Minn. — Chemicals company Ecolab announced that Darrell R. Brown, formerly executive vice president and president, global industrial, became president and chief operating officer (COO) effective Oct. 1.

“As Ecolab continues to grow and expand how we deliver on our purpose to Brown protect what’s vital, this enhancement to our management structure will help us maximize our future growth

opportunities and is a reflection of our strong leadership team,” says Christophe Beck, Ecolab chairman and CEO. “Darrell’s winning track record, knowledge of our company, focus on talent development and tremendous leadership abilities will provide exceptional execution support and additional focus on the company’s longterm growth and performance.

“I am fortunate to have Darrell as a partner for the years ahead as we continue to enhance profitability by capitalizing on Ecolab’s significant global growth opportunities.”

Brown, 59, has served as executive vice president and president of the global industrial group since 2019. Earlier, he was executive vice president and president of Ecolab’s energy services division.

He joined Ecolab in 2002 and has held several leadership positions within the company, including executive vice president and president, Europe; executive vice president, Asia Pacific; and vice president and general manager for Australia and New Zealand.

HOT TOPIC TRIO: Inside Today’s Textiles, Creating Your Laundry Brand, What’s Going on with Laundry Labor Today’s Textiles Duane Houvener, national sales manager for American Dawn, provides insider discussion about modern textiles and how performance and processability have been improved.

The Laundry Brand

A commercial laundry today, no matter the size, needs to create its unique brand to stand out, and this discussion with Asit Goel, vice president of marketing at UniFirst, will examine what steps to take.

Every FREE episode... offers engaging, industry-specific conversation with an expert, including business-building tips you won’t find anywhere else. And you can listen anytime, either online or download for later!

Give us a try!

Laundry Labor Update

Guest Joseph Ricci, president and CEO of TRSA, talks about the current state of laundry hiring/training/retention, offers ideas and looks into the future of laundry labor.

Listen in at:

15

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FOLTEX USA hires customer development assistant COLUMBIA, S.C. — FOLTEX USA, a provider of folders, feeders, and stackers, reports it has hired Catherine Paquin as customer development assistant.

The company says she has more than 20 years of experience in administrative work, customer service, marketing and graphic design.

Her passion for simplicity and organization combined with her earnest dedication to customer care drives her efforts to streamline processes, improve communication and boost efficiency for the benefit of Foltex and its customPaquin ers, the company adds.

Foltex says Paquin’s top priority will be to ensure that every customer stays informed from the time they place their order until the equipment arrives on their doorstep.

16 DECEMBER 2022 | AMERICAN LAUNDRY NEWS

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PRODUCT S H O W C A S E

Detergents, Chemicals and Injection Systems COMPILED BY MATT POE, EDITOR

Brightwell

BRIGHTWELL Brightwell says its laundry dosing systems are durable and reliable, and its BrightLogic On-Premise Laundry dosing systems (OPL) allow users to deliver from two to 10 chemicals with a flow rate of up to 10 fluid ounces per minute.

The space-saving patented double pump head is easy to install and maintain thanks to the quick-tube-change configuration, according to the company. The laundry dosing systems are available in two, four, six, eight and 10 pump versions and can be easily upgraded with plug-and-play pump modules.

Suitable for both intelligent and non-intelligent washing machines that take loads of between 10 and 75 pounds, the BrightLogic can be used in relay mode or with a formula select programmer.

A levels mode is also available and the new BrightLogic 2 software, with direct Bluetooth communication, supports all configurations, providing a quick and simple setup. www.brightwell-inc.com 913-956-4909

ECOLAB Water is a critical component of commercial laundry operations, and Ecolab says it provides innovative solutions to help commercial laundry businesses reduce, reuse and recycle water.

Utilizing leading-edge surfactant and enzyme technology, ProTEX PLUS delivers a highly

Ecolab

efficient wash program that reduces alkali, wash temperatures, water consumption and time, according to the company.

This helps reduce a plant’s environmental footprint through water and energy savings and wastewater compliance. www.ecolab.com 800-553-8683

PARISER INDUSTRIES INC.

Norchem Corp.

aisle chemicals for more than 40 years, and the company says its detergent programs are formulated with three main objectives: fabric longevity, utility conservation, and most importantly, product quality.

All detergent programs are delivered with Norchem’s Chemical Injection System to ensure consistent delivery and results.

The company says its NorFlow-WIN® Automated Chemical Injection System is engineered to be the most reliable liquid dosing system for Pariser Industries Inc. plant operators that is held to The company says Aquathe highest quality standard and Velvet is a unique, one-shot smallest margin of error. wet-cleaning product that comBy partnering with convenbines an acid-based detergent tional and tunnel washer manuthat inhibits dye loss on what facturers, Norchem engineers say were historically considered they have optimized the producdry-clean-only fabrics, safe and tion process by designing injeceffective stain and oil removers, tion configurations to reduce and state-of-the-art fabric rewater, energy and chemical usage conditioners. for laundry operators.

This carefully formulated www.norchemcorp.com product also provides garments 800-442-4360 with a fresh and clean-smelling LAVO SOLUTIONS/CFS fragrance.

TECHNOLOGIES Pariser says Aqua-Velvet is Laundries increasingly are compatible with all serviceable looking to technology to gain fabrics including leathers and efficiencies and better control of suedes. Its comprehensive onebusiness processes, which leads shot nature virtually eliminates many businesses to engage with the need for liquid injection Lavo Solutions for connected equipment and the inventory dosing solutions that use webconcerns associated with the enabled technology to control multiple products typical of essential data, efficiency and most wet-cleaning applications. real-time information, according The company says the prodto the company. uct is effective in a wide range “Laundries using the Lavo of water temperatures technology can decrease serviceand ranges of mineral related costs by up to 30% and hardness and allows for increase linen life by up to 10% shorter cleaning cycles while increasing wash quality and reduced water usage. and reducing rewash,” notes www.pariser.net Campbell Dodson, CCO of CFS 800-370-7627 Technologies, parent company to NORCHEM CORP. Lavo Solutions.

Norchem Corp. has One example of the growing been developing wash line of connected systems from Pariser Industries says its Aqua-Velvet is a breakthrough innovation in wet-cleaning chemistry.

(Image licensed by Ingram Image)

CFS Technologies is the 5 Washer-5 Chemical Panel developed by Lavo.

Basic features are that up to five washers and five chemicals can be controlled and monitored with a single panel, allowing faster installation/setup time.

No squeeze tube maintenance is required, cutting other maintenance costs. The panel is available with an electric or pneumatic pump and an optional air-assisted flush.

These systems also feature cellular connectivity—instead of WiFi—for uninterrupted service and the safest data transmission via high-quality data encryption. An interactive dashboard provides 24/7 remote monitoring and programming access that includes remote calibration capabilities and diagnostic tools.

Proactive e-mail alerts and automated reports detailing usage, consumption, flow rates and more keep the customer fully informed.

Lavo Solutions/CFS Technologies

CFS Technologies (Lavo Solutions) says it is the industry leader in connected dosing solutions, offering more metereddosing options for a wider array of applications than any other supplier in the industry, with 10,000-plus installations of connected devices installed globally.

CFS Technologies systems are used in commercial and OPL laundries, commercial warewashing, food manufacturing, industrial facilities, food retail and food service applications. www.cfstech.com 800-999-2820 Omni Solutions

UNX-CHRISTEYNS UNX-Christeyns says it understands industrial laundry operations across the United States are being challenged today like at no other time.

From ongoing issues related to the COVID-19 pandemic to the current labor shortage of finding and retaining qualified workers, it’s a relief to know the company has several innovative and proprietary chemical solutions that can help.

The Compact Max (for tunnel washers) and Compact One (for washer-extractors) wash systems are designed to help healthcare and hospitality operators overcome these challenges. These extremely mild wash formulas feature an EPA-approved oxidizer and highly concentrated liquid detergents, allowing customers to achieve some of the highest efficiency standards in the industry.

The key to this optimized wash process is a combination of oxidizing and sanitizing disinfecting agents. Based on innovative peracetic acid technology, it delivers a powerful disinfectant, extends linen life and provides significant water and energy savings. UNX-Christeyns experts provide a full audit of the customer’s operation, including suggested improvements to production flow and water and equipment usage.

The result is operators can reduce their equipment operation time by a significant margin.

This translates into additional labor and utility savings, reduced production time, and less wear and tear on the equipment. www.unxchristeyns.com 800-869-6171

OMNI SOLUTIONS OMNI Solutions says it is an EPA-registered leader in UV laundry technology. Its LUX™ UV Laundry Program combines

AMERICAN LAUNDRY NEWS | DECEMBER 2022

www.AmericanLaundryNews.com

WSI

WSI Hygienically clean laundry is about safety. It is also about peace of mind, and WSI says it is leading the way with the EPA award-winning innovation that ensures both.

Since its inception, TRUpath™ has maintained a proven reputation of being the safest, most efficient, and smartest way to wash. TRUpath™, the patentpending wash process that is free of alkali.

TRUpath™ produces hygienically clean textiles while extending textile life and saving hours of production time. By removing alkali from the wash process, TRUpath™ created a true innovation in safety by minimizing the risk of exposure to caustic soda and the need for sulfuric

acid in water treatment, the company says.

In addition, TRUpath™ significantly reduces energy and water consumption for each wash load.

Besides TRUpath™, WSI offers TRU-UV™, specifically designed for tunnel washers.

The company says TRU-UV™ saves valuable resources and decreases the impact on the environment. TRU-UV™ uses a photochemical wash process that greatly extends the life of fabrics and provides optimum stain and soil removal producing whiter whites with less water and energy.

cleaning solutions that are better for laundries, their customers and the environment.

The company says its products are manufactured and supported by three state-ofthe-art manufacturing facilities and eight distribution centers throughout the United States totaling over 500,000 square feet, including high-speed filling lines, bulk storage tanks and quality engineered material handling systems. www.simoniz.com 800-227-5536

With verified Log-7 reduction results, TRU-UV™ produces hygienically clean goods without the use of sanitizers or disinfectants. www.washingsystem.com 800-272-1974

SIMONIZ USA INC. Simoniz says its OPL Laundry system and supporting laundry products create the Simoniz USA Inc. most effective laundry system available, saving time, labor than 3,000 cleaning products for and energy with this quality effecthe widest spectrum of worktive and efficient system. place environments. It says its Simoniz manufactures more formulas use the most innovative

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The Newspaper of Record for Laundry & Linen Management

DECEMBER 2022

Late News CITY Laundering acquires Spruce Linen Supply BLOOMINGTON, Minn. — CITY Laundering Co. reports it acquired Spruce Linen Supply, effective Aug. 1.

Terms of the deal were not disclosed.

CITY, which is celebrating 116 years in business, plans to build upon Spruce’s 57 years of servicing the Minneapolis-St. Paul Metropolitan area.

“We are excited to partner with a multi-generational family business like Spruce,” says Colin Wetlaufer, president of CITY. “CITY has a long history and great reputation for providing outstanding customer service,” say Mike Russel and Gail Gust, Spruce’s former owners. “It is important to us to transition our business to a company that would take good care of our employees and customers.

“We are confident that the customers are in good hands with CITY. In fact, we think they will be excited about some of the products, programs and people that they will discover with CITY.” Headquartered in Oelwein, Iowa, CITY says it continues to grow organically and through strategic acquisitions in the region.

Secrets to laundry/linen services longevity 10 companies that have been in business for decades share how they have lasted, and succeeded, over the years COMPILED BY MATT POE, EDITOR CHICAGO — It seems like a lot of the news in the laundry and linen services industry today involves acquisitions.

Larger companies and private investment firms are buying laundry operations for many reasons: financial concerns, growth, getting out of the family business, etc.

However, there are still laundry businesses in the industry that have stood the test of time. How have these companies achieved decades of being in business?

And how do they plan on continuing to do so?

American Laundry News heard from 10 companies that shared how they have neared (and gone well past in some cases) the century mark in the industry.

AMERICAN TEXTILE MAINTENANCE CO. In 1932, there were only five trucks and five

(Image licensed by Ingram Image)

towels, but it was enough for Sam Snookal to acquire a laundry and begin a linen service in Los Angeles the same year his daughter was born. Its proud heritage of quality service was also born that year, and the operation has remained in the family ever since.

“Sam always strived for a service with

attention to the customer’s needs with quality products,” says Brad Shames, president.

“Today, we have distinct brands: Republic Master Chefs Textile Rental Service and Medico Healthcare Linen Service.”

See SECRETS on Page 6

Transporting clean, hygienic linens today Laundry associations, operators share their thoughts on transporting clean linen—and keeping it clean

BY MATT POE CHICAGO — Laundry and linen service has always been about providing customers with clean linens.

But the past few years have put a spotlight on ensuring goods stay clean and hygienic.

That means keeping linens clean from the plant to the delivery trucks to the customer.

American Laundry News reached out to the Association for Linen Management (ALM) and TRSA, the association for linen, uniform and facility services, to learn more about how linen transport has changed and how operaSee TRANSPORT on Page 10

(Image licensed by Ingram Image) Volume 48, Number 12

INSIDE Columnist at Large In this issue, Tommy Cocanougher shares ways to prepare for disaster in calm times.

www.americanlaundrynews.com

[4]

Panel of Experts How was 2022? What’s coming in 2023? The Panel looks back and ahead in this issue.

The Newspaper of Record for Laundry & Linen Management

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[12] PRODUCT SHOWCASE

patented technology and premium chemistry for best-in-class cleaning and disinfection.

The company says the patented LUX UV Laundry System creates an advanced oxidation reaction that: • Improves cleaning and stain removal.

• Eliminates odor and odorcausing bacteria.

• Brightens whites and leaves more vibrant colors.

• Extends life of linen while leaving it noticeably softer.

• Effectively kills SARS-CoV-2 (the virus causing COVID19), MRSA, C. diff, Human Coronavirus OC43, and E. coli.

Designed and formulated for LUX UV Systems, the company says its chemistry ensures linen comes out cleaner and brighter after just one wash to reduce rewash and produce exceptional results at the lowest operational costs to a business.

The LUX UV Laundry Program provides significant reductions in water and energy usage while ultra-concentrated chemistry in smaller packaging reduces waste and your carbon footprint.

As a result, OMNI Solutions says this program can: • Lower hot water usage by 85%.

• Reduce energy usage by up to 55%.

• Reduce water consumption by up to 20%.

• Decrease linen replacement by 10-20%.

OMNI Solutions says it is partnering together to ensure a cleaner, brighter, safer world through sustainable solutions powered by innovative UV technologies and world-class chemistry. www.omnisaves.com 844-400-6664

17

Detergents, Chemicals and Injection Systems

18 DECEMBER 2022 | AMERICAN LAUNDRY NEWS

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TRSA institutes, attendees achieve success in 2022 ALEXANDRIA, Va. — The professional institutes conducted by TRSA, the association for linen, uniform and facility services, honored graduates and developed attendee skills during their 2022 sessions.

The Roger F. Cocivera Professional Management Institute (PMI) completed its 32nd program while the Ehrlich-Stempler Executive Management Institute (EMI) completed its 57th yearly edition in August.

In October, after a two-year hiatus, TRSA’s 29th Annual Maintenance Management Institute (MMI) returned with 40 attendees.

PMI PMI completed its yearly program with a commencement ceremony that drew nearly 200 attendees to the College Park Marriott Hotel & Conference Center just off the University of Maryland campus.

Fourteen laundry and supplier professionals received their twoyear PMI certificates.

TRSA’s 32nd edition of PMI ran from Aug. 7-12, with new and returning students participating in classes focused on teaching them best practices for improving their company’s efficiency, as well as their development as industry leaders.

“I really liked the program,” says Adriana Reyes of ImageFIRST, a first-year PMI student. “It was a lot of learning, and I received a lot of great feedback from the instructors and other students.

Now I can go back and help my plant and be more successful.”

The week culminated with the Aug. 11 ceremony during which PMI graduates received their certificates for completing the program.

Year I students also received certificates for completing their classwork.

The ceremony opened with remarks by TRSA President and CEO Joseph Ricci, who commended the students for their work and thanked the faculty for helping them achieve their educational goals.

Jon Witschy of Spindle, who serves as the dean of PMI, also addressed the crowd. He posed the following rhetorical question to attendees: “Who in this room has a college, trade school or even a high-school level textile laundry management degree?” When no one responded, he quipped. “Well, I don’t either.”

Witschy followed up by saying, “The reason I ask that is because this (PMI) is that opportunity. I am sure that everyone in this room has had a trial-by-fire experience in their plant. But PMI gives you the opportunity to perfect the details on top of what you’ve experienced in your plants.”

Witschy then invited a PMI student, Chris Thompson of G.A. Braun Inc., to offer attendees his

perspective on the program.

“When we arrived here, we were 24 individuals representing 16 different companies,” Thompson says. “We had experience levels from 27 years to two months …

We’re leaving as one class that plans on returning next year for session two.”

A key lesson was that operators and suppliers often confront similar challenges in plant operations.

“We learned so much about the industry as a whole, but the most important lesson we learned was on a macro level,” Thompson says. “We were 24 individuals who entered the program, but the problems we face are not unique.”

He adds that while companies at PMI are competitors, they can collaborate on common concerns, such as the need to save energy and water.

Sponsors of this year’s PMI program included Kannegiesser ETECH, Brim Laundry Machinery Co. Inc., G.A. Braun Inc., JENSEN, Lavatec Laundry Technology Inc., Pellerin Milnor Corp. and Unitex International Inc. Members of the PMI graduating class included: • Michael Congdon, G.A. Braun Inc. • Chase Dudley, Servall Uniform & Linen Supply • Michael Fabiano, Falvey Linen Supply Inc. • Michael Gaines, U.S. Linen & Uniform • Chuck Hackenberg, Dempsey Uniform & Linen Supply • Dave Heath, Plymate Inc. • Tryce Huntington, U.S. Linen & Uniform • Guillermo Merlos, Morgan Services Inc. • Ryon Okelberry, Alsco Uniforms • Adrian Orta, Alsco Uniforms • Eric Rehfield, G.A. Braun Inc. • Timothy Ricker, Vogue Laundry & Cleaners Inc. • Emiliano Sanchez, Crothall Laundry Services, Northern California • Darrin Smith, Kannegiesser ETECH

EMI At the commencement program, 11 leaders of laundry and supplier partner companies graduated from the association’s four-year EMI educational program that’s designed to take their careers to new heights.

“It’s just been absolutely fantastic,” says Cory Rosenberger, HCSC-Laundry, Allentown, Pennsylvania. “I would absolutely recommend it to everybody. It’s invaluable for your growth.”

Rosenberger’s remarks were part of a longstanding tradition at EMI. Each class selects a speaker

Attendees of TRSA’s 29th Annual Maintenance Management Institute gathered in Rosemont, Illinois, in October. (Photo: TRSA)

for an “open mic” opportunity to address the attendees.

Another EMI tradition is for classes to stage skits, often with a focus on poking fun at EMI instructors and fellow students.

Perhaps due to COVID-19 and the ongoing challenges of labor and supply-chain shortages, this year’s commencement program was more subdued than in past years.

There was a strong theme of expressions of gratitude during the Aug. 11 commencement.

Rosenberger and others thanked the faculty, fellow students, family members, and TRSA’s Director of Education and Events Salita Jones, plus staff at the host facility.

Year III speaker Mike Miller of Thermopatch Corp. emphasized the value of peer-based learning with guidance from skilled faculty members, such as EMI’s Joe Currier.

“What we’ve done in the past couple of years has been one of the most rewarding weeks of our careers,” Miller says. “We learned a lot about who we are as individuals and as a team.”

Miller commended Currier for building strong ties with the Year III class.

“Joe, you took eight people who just worked together and turned them into people who really know each other,” he shares. “I think that we will all take away a piece of this week, regardless of which steps we go down from here on out.”

The Year II attendees injected some levity into the program with their skit, a takeoff on the 1960s sitcom, The Newlywed Game. Two student “contestants” posed as newlyweds and separately answered a question, such as “Where did you meet each other?”

One contestant said at an Alsco Uniforms conference. The other said EMI. The cleverly devised skit drew several laughs.

With nearly 40 students, EMI’s Year I class was among its largest ever, according to EMI Dean Kent Baker, who’s served on the EMI faculty since 1976. He summoned the Year I students to the stage, noting, “If I’m not mistaken and somebody correct me if I’m wrong, but I believe that this is the

largest class that we’ve ever had.”

He added that size hadn’t inhibited the lively discussions that had taken place during the week.

TRSA President and CEO Joseph Ricci closed the program, thanking students, faculty, staff and the program sponsors for helping to make this year’s EMI program possible.

Ricci had opened the program noting that students, faculty and TRSA staff had earned “two thumbs up” for their efforts throughout the week of EMI. He urged the students to remain active in TRSA and the industry.

“Most of you sitting here will be the future leaders of the industry five,10 or 20 years from now,” Ricci shares. “I encourage you to stay engaged.”

A closing message on a video screen next to the stage summed up the evening’s mood quite well.

It read, “Don’t cry because it’s over. Smile because it happened.”

The quote was from Theodore Geisel, aka Dr. Seuss.

Members of the 2022 EMI graduating class included: • Michael Bonn, Alsco Uniforms • Davis Curtin, Alsco Uniforms • Andreas Frey, Alsco Uniforms, Denver Industrial • John Jaggi, Alsco Uniforms • Edwards Jimenez, New York Laundry • Greg Kimmel, Kimmel Corp.

• Ruel Lunar, Alliant Systems • Sergio Pena, Roscoe Co. • Kerry Roberts, Alsco Uniforms • Cory Rosenberger, Hospital Central Services, HCSCLaundry • Kasey Wahl, WSI

MMI After a 2-year hiatus, TRSA’s 29th Annual MMI returned Oct. 12-14. Forty attendees convened in Rosemont, Illinois, for the industry’s longest-running and most-recognized maintenance management and technology development program.

Steve Rowell, president of Accelerated Ventures, a seasoned keynote speaker and training consultant kicked off with an interac-

tive session showing engineering leaders exactly how they must adapt to succeed. He included a helium stick group exercise that demonstrated the importance of teamwork.

Joel Bell, senior manager of reliability and maintenance, UniFirst Corp., led a general plant safety session on the topic of Lock Out/ Tag Out. The day rounded out with a facilitated discussion on protecting your equipment and parts sourcing.

Paula Brown, production manager at Shasta Linen Supply says, “I really gained a lot of information to help me learn and work with the engineers and protecting equipment for the company.”

Beal returned on day two to lead a workshop entitled “Results Oriented Reliability and Maintenance Management” providing tools on how to extend the life of your equipment.

Deanna Griffin, The Griffin Group, offered her human resource experience in proposing ideas on how to accelerate the hiring process. Paul Jewison, VP and general manager, Textile Care Services included a session on roof safety and fall protection.

Chuck Rossmiller, director laundry programs, Medline industries discussed general guidance for how to properly disinfect your plant.

Peer-to-peer roundtables facilitated by Ian Bigelow, executive officer, Simple Management Solutions, rounded out the afternoon.

The final day started with a plant tour of Superior Health Linens.

The Portage plant location processes 40,000 pounds of laundry per day. The 50,000-square-foot plant is new to Superior Health Linens, as it was purchased in early 2022.

Post plant tour, Matt Lewis, Laundry Market Manager, Kemco Systems, presented to the group key energy management and performance strategy ideas. Bigelow returned to discuss how to develop a defensible capital budget.

The three-day event featured multiple networking opportunities for both information sharing, through facilitated open discussions and peer-to-peer roundtables and the opportunity to mix and mingle socially to foster stronger relationships with peers and the industry’s engineering and technology experts.

For Keith Fisher, maintenance manager, Dempsey Uniform, “Each time I attend, I gain so much valuable information and knowledge for myself to take back to teach maintenance and production.”

First-time attendee, Teresa Avery, maintenance director, West Michigan Shared Hospital Laundry, adds, “This has been very informative, and I am thankful that TRSA hosts a maintenancefocused program.”

AMERICAN LAUNDRY NEWS | DECEMBER 2022

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Source Directory APPAREL FINISHING Tunnel Finishers

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www.AmericanLaundryNews.com Source Directory listings in American Laundry News are sold on an annual basis at the following rates:

2022 Listings Regular Boldface Four Line Listing per Year $960 $1,205 Display and additional line rates available upon request

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www.AmericanLaundr yNews.com Source Directory listings in American Laundry News are sold on an annual basis at the following rates:

2022 Listings Regular Boldface Four Line Listing per Year $960 $1,205 Display and additional line rates available upon request

All Caps $1,205

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22 DECEMBER 2022 | AMERICAN LAUNDRY NEWS

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Source Directory LINT COLLECTORS & FILTERS

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MATERIAL HANDLING / CONVEYORS Gardner Machinery Corporation P.O. Box 33818, Charlotte, NC 28233 Ph.: (704)372-3890; Fax: (704)342-0758 www.gardnermachinery.com

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INDEX OF ADVERTISERS Company

Page

Company

Page

A.L. Wilson Chemical Co. .........................................................................7

J.P. Equipment .........................................................................................19

Direct Machinery......................................................................................19

Lavatec Laundry Technology .................................................................24

Continental Girbau .....................................................................................5

Miele ........................................................................................................... 11

Davis Packaging .......................................................................................13

Pellerin Milnor Corp. .................................................................................3

The Griffin Group .....................................................................................19

Stanco Industries .....................................................................................19

Source Directory listings in American Laundry News are sold on an annual basis at the following rates:

2022 Listings Regular Boldface Four Line Listing per Year $960 $1,205 Display and additional line rates available upon request

All Caps $1,205

All Major Credit Cards Accepted

AMERICAN LAUNDRY NEWS | DECEMBER 2022

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Milliken & Co. commits to net-zero future SPARTANBURG, S.C. — Manufacturer Milliken & Co., which provides textiles among other products, reports its science-based net-zero targets have been approved by the U.N.-backed Science Based Targets initiative (SBTi).

SBTi is a collective of international organizations dedicated to helping companies set emission reduction targets consistent with climate science and the Paris Agreement.

“At Milliken, sustainability is a core value,” shares Halsey Cook, president and CEO of Milliken & Co. “Climate change is placing pressure on communities, on companies and on our Cook planet. The time to take meaningful action is now.”

SBTi calculates that companies committed to cutting emissions in line with climate science now represent $38 trillion—one-third—of the global economy.

Milliken says it is one of the first 50 companies globally to achieve approved science-based net-zero targets and joins a group of more than 1,300 companies that have made net-zero commitments using the 2021 SBTi Corporate NetZero Standard.

Milliken is the first company to be approved in South Carolina, where Milliken’s global headquarters is located.

“Not all net-zero is the same, which is why Milliken commits to reaching real net-zero greenhouse gas emissions across the value chain by 2050 from a 2018 base year,” says Kasel Knight, general counsel and head of sustainability at Milliken.

“By working with SBTi, our net-zero commitment, along with our approved near-term and long-term targets, has been fully vetted by the best available science on a global scale.”

“We’re proud Milliken is leading this work,” concludes Cook. “Our targets empower our team of more than 8,000 to reduce risk, minimize impacts, work efficiently, control costs and identify new ways to deliver products.”

R.W. Martin grows capacity, enhances capabilities KENT, Ohio — Laundry equipment distributor R.W. Martin Company, located here, reports it is expanding its capacity to better fulfill its mission of being the partner on which its customers rely.

President Chip Ottman and other members of the R.W. Martin management team recently completed Scalerator NEO, an intensive program for entrepreneurs who are committed to the rapid and aggressive growth of their businesses.

The company says a key element of R.W. Martin’s expansion is the addition of high-level team members.

Michael Rager joins the company as the new acquisitions/ inventory manager. He brings 17 years of facility operations experience to the position with a special focus on process improvement, ERP systems and inventory control.

The company’s new operations manager, Stephen Keba, is an experienced project/operations manager, having spent more than 25 years planning and managing the construction of commercial, residential and manufacturing facilities.

The company says he is particularly adept at determining the scope of major projects and assuring efficient team mobilization.

Matt West, the previous operations manager, has moved into the role of senior technical manager, enabling the company to better utilize the extensive technical knowledge he has gained during his 26 years in the industry.

In this new position, he will focus his knowledge and expertise to serve R.W. Martin’s customers more effectively with technical support, ensuring the company better achieves its mission.

In addition, Curtis Lanzer is joining R.W. Martin as a technical project manager who will focus on plant design and layout for government contracting projects.

He has served in the aerospace, oil and gas, green ener-

23

gy, and manufacturing sectors, gaining more than two decades of business experience in account and project management, design and consulting, plus practical experience in electrical engineering.

The company says this background makes him an invaluable resource and asset to R.W. Martin as it continues to plan for future expansion and growth.

In memoriam: Juergen Baumann, JENSEN

CLS started as the Kalamazoo Laundry Company in 1899 in Michigan. (Image: CLS)

PANAMA CITY, Fla. — Equipment manufacturer JENSEN reports that Juergen Baumann died on Nov. 4 after a brief illness.

Baumann began his career in the laundry industry in 1982, working as a freelance programmer for Senkingwerk GMBh. Juergen’s career took him to ELX GROUP (both in Germany and USA) and Washex (Texas) before he found his home with JENSEN in 2008, where he became an integral part of JENSEN USA’s service department.

“Juergen was a true legend in our industry and will be sorely missed by the many people that were fortunate Baumann enough to have known him and who benefited from his wisdom and kindness,” the company says.

Prudential Overall Supply acquires Delta Uniform customer and linen accounts IRVINE, Calif. — Prudential Overall Supply, a provider of reusable image work apparel and related textiles, reports it has acquired the customer accounts from Delta Uniform & Linen in New Mexico.

Terms of the deal were not disclosed.

“We chose Prudential Overall Supply to carry on the customer service experience that Delta Uniform & Linen customers have come to expect,” says Vice President Shelly Snyder.

“Prudential Overall Supply is a family-owned and -operated business, which helps connect them to the local community and puts their service team in the best possible position to offer the highest quality service experience.”

John Clark, Prudential Overall Supply’s third-generation CEO says, “We are excited to offer Delta Uniform & Linen customers the best possible service experience. The depth and experience of our service team along with our product and service offering will help us meet this goal.

“We have invested significant resources to position Prudential to be a best-in-class uniform rental service provider, and this acquisition helps strengthen our market position for clients in New Mexico.”

CLS celebrates 123 years serving Michigan KALAMAZOO, Mich. — CLS, a supplier of linen, uniforms, and facility products throughout Michigan’s lower peninsula, reports that it is celebrating its 123rd anniversary.

“We are thrilled that the communities we serve have worked with us to make this happen,” the company says.

“Our 123rd anniversary is a celebration of you as much as it is about CLS. It’s also an opportunity to look back on how we got here and why our service works for our clients.”

CLS started as Kalamazoo Laundry Company in 1899.

Originally, it operated with horse-drawn carriages and individual ironing boards and hand irons.

“The roads around us weren’t paved, our loads were much smaller and we sorted everything by hand,” shares CLS. “We even used to provide personal laundry services to households.”

Ted Vander Meer, who used to work in several capacities at Kalamazoo Laundry Company, purchased it outright in 1963.

The name was changed shortly thereafter to Continental

Linen Service and later CLS in 1999 as it expanded its uniform rental service. Ted has since passed the company on to his children and granddaughter.

Now, CLS has three owners: CEO Ron Vander Meer and President Kurt Vander Meer are Ted’s sons while Senior Vice President Sarah Vander Meer is Ron’s daughter.

The company says it has survived pandemics, wars, depressions and many other challenges due to the support of its customers.

While CLS is celebrating 123 years, it is also preparing for the future.

The company began 2022 by making additions to its Manchester Road plant in Kalamazoo, increasing its size by 11,000 square feet.

Washroom capacity will increase by 50% thanks to a monorail and some new equipment, speeding up and enhancing CLS’s laundry processes.

Texcare Asia & China Laundry Expo Delayed to 2023 HONG KONG — Organizers of Texcare Asia & China Laundry Expo (TXCA & CLE) report they have decided to postpone the event until 2023.

TXCA & CLE was scheduled for Nov. 17-19 in Ningbo but rising COVID-19 cases in the country caused organizers to defer the fair to 2023 in Shanghai.

The event was originally scheduled to take place in September 2021 and moved to August 2022 before being delayed to November.

The decision was made to prioritize the safety of fairgoers and to support the government’s pandemic containment measures.

Organizers say that despite their best efforts throughout the year to hold TXCA & CLE 2022, after discussions with stakeholders, they determined that postponing the fair was the necessary course of action.

The organizers add that they are looking forward to providing a platform for the industry to safely gather next year at the Shanghai New International Expo Center.

Dates of the 2023 fair will be announced when they are made available.

TXCA & CLE is an annual event organized by the Laundry Committee of China General Chamber of Commerce and the China Light Industry Machinery Association, as well as Messe Frankfurt (Shanghai) Co Ltd and Unifair Exhibition Service Co Ltd.

SanMar has carbon reduction target approved by SBTi ISSAQUAH, Wash. — SanMar Corp., a supplier of wholesale accessories and apparel, reports it has gained the approval of its science-based target to reduce greenhouse gas emissions in line with climate science.

In partnership with the Science Based Targets initiative (SBTi), SanMar has set a company-wide target to meet the SBTi’s most ambitious temperature pathway to limit warming to 1.5 C and prevent the worst impacts of climate change.

SanMar’s approved target sets carbon emission reduction goals for both its scope 1 and 2 and scope 3 greenhouse gas (GHG) emissions. SanMar commits to reduce scope 1 and 2 GHG emissions 50% per pound of product by 2030 from a 2019 base year.