American Laundry News - May 2024

BY MATT POE, EDITOR

On the morning of July 30, 2023, Portland (Oregon) Fire & Rescue was called to a two-alarm fire at the warehouse of Indoor Billboard, a family-run industrial laundry. The blaze put the independent laundry’s processing capabilities out of commission.

Fortunately, Indoor Billboard was able to enlist other laundry operations to process linens and mats while they recovered.

“Since Aug. 1, we have been processing linen for Indoor Billboard in Portland,”

shares Rick Snyder, general manager of U.S. Linen & Uniform in Richland, Washington.

Does your independent laundry have a backup plan?

With mergers and acquisitions in the industry, now is the time for independent operations to prepare for processing disruptions

area just sold to Cintas,” shares Jimbo Carrico, the owner of Springfield Laundry in Kentucky and an ITRA member.

“They had a fire, so their plant has been out of commission since then. They apparently have two other companies processing their mats.

“While we did not have a formal backup plan with them, we were happy to help out.”

As an independent laundry, Indoor Billboard was fortunate to find other operations that could handle processing as the company recovered.

With more mergers and acquisitions (M&A) taking place in the laundry and linen services industry, it’s vital for independent operations to ensure they have viable backup processing plans in place in the event of emergencies or disasters.

THE POWER OF RELATIONSHIPS

The trend for larger national and regional laundry and linen service operations to consolidate smaller operations doesn’t show signs of slowing down.

In 2023, American Laundry News reported on 10 such mergers and acquisitions with another five so far in 2024.

Fortunately, these M&As haven’t affected independent laundry operations too much on a day-to-day basis.

“Mergers and acquisitions have not affected how we currently operate,” says John Johnston, partner and CEO of Ed Robinson Laundry and Dry Cleaning/ Physicians Wear/CRDN in Columbia, South Carolina. He is also the vice president of the Independent Textile Rental Association.

“They do allow us an opportunity to stand out as a local provider.”

“We will find out soon enough as the biggest independent competitor in our

“I don’t have any other knowledge at this time as we haven’t experienced any industry changes due to acquisitions yet.”

Snyder adds, “Not very much. It has just meant we have a few more prospects.”

However, M&As do influence how independent laundries create and maintain their backup plans for business continuity.

“We haven’t updated our plans in years. Now is a good time to start working on that,” Snyder says.

“While we had never discussed being the backup for Indoor Billboard in Portland, we became their emergency backup plan when they had a fire last year. They currently have three companies processing for them.”

“It is important as an independent to have positive relationships with other independents in case of emergencies,” Johnston says. “The emergencies could be as severe as a total loss or could be a minor disruption in service.

“Being involved in organizations such as ITRA allows independents an opportunity to grow positive relationships with others and work on worst-case scenario plans.”

“Relationships is all I have to say on this besides backup plans are needed,” Carrico adds.

“With the fire we experienced a year and a half ago, it was very difficult at times to get other companies to help out.

“With that said, being a member of ITRA, CSC, and other cost groups allowed me to become close to several other independent regional industrial laundry companies which helped us out

Ortolano new executive director for AHE

CHICAGO — The Association for the Health Care Environment (AHE) reports that Elizabeth “Lizzie” Ortolano has been selected as its next executive director.

She replaces Patti Costello, who retired on April 5 after 29 years with the American Hospital Association (AHA) and AHE.

“Patti has done a tremendous job leading AHE through both good times and challenges like the recent pandemic,” says Deanna Martin, vice president of professional membership groups at AHA.

“She works tirelessly to support AHE members and environmental services leaders in hospitals and other care settings.”

Ortolano will serve as executive director for both AHE and another AHA professional membership group, the American Society for Health Care Engineering (ASHE).

Before this role, Ortolano was executive director of ASHE and another professional membership group. She brings nearly 20 years of leadership and association experience to AHE.

“Lizzie is a strong leader who excels at creating a culture of collaboration to meet strategic goals,” says Martin.

“She’ll be a great fit with the AHE team, the AHE Advisory Board, and AHE members, and will continue to ensure AHE meets member needs.”

(Image licensed by Ingram Image)

Record-breaking attendance at ALM’s 2024 IMPACT conference

Association says sponsor support also high during event in Salt Lake City

RICHMOND, Ky. — The Association for Linen Management (ALM) reports that its 2024 IMPACT conference, March 18-20, had record-breaking attendance and sponsor support in Salt Lake City.

The conference experience included enhancements to the rapid business exchange IMPACTful Connections and more educational and business development opportunities than ever before.

Featured presenters at the conference included Troy Nix, whose presentation, the “Cadence of Leadership, brought the group to attention, and Derek Parra, Olympic Medalist, who shared his humbling and inspiring Reflections in the Ice.

“I found both keynote speakers to be extremely passionate about their accomplishments as they should,” says John Stokes, vice president of regional sales at JENSEN.

“Troy truly displayed a passion for leadership and the outcomes of successful leadership. Derek’s message about perseverance truly shows hard work pays off.”

The expanded educational programming at the conference pro-

vided participants with a selection of topics that covered aspects of linen management, change management, leadership, staffing and operational compliance.

“After two decades in the industry, it took me some time to become a part of ALM. However, in just a few meetings, I gained more knowledge than I had in the preceding four to five years,” shares Josh Slone, Complete Textile Services.

“What I appreciate about ALM is its top-notch education, networking opportunities, and its invaluable contribution to both my business’s performance and my personal and professional development.”

One of the notable sessions, “Collaborative Synergy,” included presentations from association counterparts, TRSA, ARTA, IAHTM and HLAC, who shared updates on their respective organizations along with avenues of current and potential collaborative efforts.

“I particularly enjoyed the session titled, ‘Collaborative Synergy: Uniting the Laundry & Linen Industry’ because each presenting organization is one, I actively engage with,” says Cecil Lee of Standard Textile.

“It’s gratifying to witness collaborative efforts toward proactive solutions.”

IMPACT also provided many opportunities for networking and business development. From the casual conversations at breaks and during social events to the tabletop displays and one-on-one conversations during IMPACTful Connections, many opportunities were sparked.

New member, first time attendee, and first-time sponsor, Randy Gregory with R.W. Martin says, “I thought IMPACTful Connections,

01 Does Your Independent Laundry

Have a Backup Plan?

With mergers and acquisitions in the industry, now is the time for independent operations to prepare for processing disruptions

07 Top 5 Global Robotics Trends in 2024

International Federation of Robotics says new technology simpli es automation, improves performance and quality

08 Tools of the Trade

10 Update: Manufacturer

talk agreement

bene ts, o er advice

or ‘speed dating’ was very valuable, and I loved the 10-minute meet sessions.

“The way I look at it is if we gain one customer from it, we’ve made it. I believe we will get many new customers from this one event. I found it quite impactful.”

“We’re thrilled with all of the feedback pointing to this being the best ALM event ever,” says Sarah Brobeck, ALM’s executive director.

“That means the pressure is on to take the 2026 IMPACT to even greater success, and we’re up for the challenge.”

12 Upping Laundry Brand Game in Marketplace

In this issue, the Panel of Experts share their insights into today’s branding needs

14 Getting on the Same Page with Employee Handbooks

10 essential policies laundries should communicate to their sta

16 Top 10 Hidden Infection Prevention Dangers and How to Fix Them

Mitigating the risk of contamination in healthcare laundry operations requires vigilance

19 Classified

Troy Nix gave the opening presentation on the “Cadence of Leadership.” (Photos: ALM)

LEFT: Jeff Courey of George Courey Inc. delivers a presentation on “Globalization, Climate Change, and Supply Chain Resilience.” MIDDLE: Attendees appreciated the one-on-one conversations during IMPACTful Connections. RIGHT: IMPACTful Connections featured rapid, 10-minute business exchanges.

Milnor has a better solution through dilution.

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

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

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

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

Spring cleaning

According to the calendar, spring has arrived.

In my part of the country, I’m often hesitant to accept that the snow will stop flying until after Memorial Day.

However, warmer weather—and the state of my allergies—attests to the fact spring has arrived, and that means spring cleaning.

Spring cleaning usually doesn’t involve a specific task or area; it’s a comprehensive, all-around clean-up.

That’s how this issue of American Laundry News feels to me—hitting many areas of the laundry and linen services industry.

For example, the cover story focuses on independent laundries, specifically, backups in the event of emergencies.

With all of the mergers and acquisitions going, it’s

more difficult for independents to create a backup processing plan.

Maintenance is always important, and on page 10, we find out the state of equipment manufacturer maintenance agreements.

In the area of human resources, Dave Davis, editor of sister publication American Drycleaner reports on an NFIB webinar about essential employee handbook policies (page 14).

On page 16, Gregory Gicewicz, former operator and current consultant, shares hidden infection dangers in healthcare-related operations.

Looking for marketing insights? Our Panel of Experts shares about upping your branding strategy on page 12.

This issue has all this, plus industry news and more. Many ways to help everyone keep it clean!

Vestis to establish headquarters, training in Roswell, Georgia

New building scheduled to open in October

ATLANTA — Vestis, a provider of uniforms and workplace supplies, plans to establish its corporate headquarters and Teammate Support Center in Roswell, Georgia.

Vestis recently completed its spin-off from Aramark and became an independent, publicly traded company in October 2023.

“The establishment of our corporate headquarters and Teammate Support Center here in Roswell is a great milestone for Vestis, and we are delighted to call Roswell our home,” says Vestis President and Chief Executive Officer Kim Scott.

“This community is a vibrant and inviting place to establish our roots, and we are excited about the opportunity to attract and retain outstanding talent given the wonderful environment the city offers our teammates and their families.”

The company has chosen Southern Post, which is in

Vestis to Establish Headquarters in Roswell, Georgia

• Cintas Acquires Paris Uniform Services

• Health Systems Collaborate on Regional Laundry Facility

• Alsco Uniforms Locations Earn Food Safety Certification

• Cintas Named One of America’s Greatest Workplaces for Women ...

the heart of Roswell, to establish its headquarters with plans to open in October 2024.

Vestis will also establish a state-of-the-art training facility in its new building for the company’s teammates across North America.

“We are thrilled to welcome Vestis to Roswell, marking a significant milestone for our city’s economic development,” says Roswell Mayor Kurt Wilson. “The decision by Vestis to establish its corporate offices here is a testament to the vibrant, business-friendly environment we’ve worked hard to cultivate in Roswell.

“This move not only brings new opportunities and vitality to our community but also underscores our position as a prime location for leading businesses.

“We look forward to the growth and innovation Vestis will bring to our city and are excited about future collaborations that will benefit our residents and the local economy.”

COLUMNISTS/FEATURES

• Top 5 Global Robotics Trends in 2024

• Providing

• Recent Upgrades for Industrial Laundry Success

• WW Services—History of Facility Services, Uniform Solutions

• Dialing in Chemical Representative/ Laundry Relationships

OUR SISTER WEBSITES From AmericanDrycleaner.com:

• Drycleaning Associations to Collaborate on ... Shows

• CD One Price Cleaners Develops Digital Marketing ... From AmericanCoinOp.com:

• Laundroworks, Cents Enter into Partnership

• 2023-24 State of the Industry

Reliability training for new technologies

Most of you are probably familiar with the adage about training your teams on new skills … if you train them, you’re afraid they’ll leave, and if you don’t train them, you’re afraid they’ll stay!

Training employees in newer, better methods, skills and abilities, along with introducing new technologies, is a critical part of assuring continued improvement in your business.

A picture going around social media recently is of a 1960s-era wash alley. Manual material handling was a back-breaking part of how this work got done.

New systems with slings and conveyors, a higher level of automation in the alley as well as in processing pieces, and new technologies truly enhanced the productivity and safety of operations and helped protect and grow profitability.

In this column, I want to focus on the introduction of technologies available that will have an immediate effect on the reliability and condition monitoring of your equipment.

The introduction of each of these will require some training of the users in your reliability and maintenance departments.

Just a few new technologies can be listed here—there are many more as the evolution and development continues.

Infrared Technology: The use of infrared thermography has been on the scene at an affordable price for nearly 20 years now. The price continues to drop while the technology continues to improve.

This tool can help you:

• Spot issues long before they shut you down.

• Locate leaks in water and steam lines.

• Track the condition of bearings and motors so they can be proactively replaced on your schedule, not on the schedule the machine decides upon.

• Manage the condition of your facility (HVAC, roof, insulation condition, etc.).

Training your employees is critical to getting the most out of this tool and technology. Not just anyone can provide the analysis of the pictures, so investing in a Level 1 certification course for one or two of your employees will pay back quickly.

Ultrasonics: This technology is inexpensive to implement at its most basic level but can pay back in less than a day.

We know that the air compressor is one of the most expensive machines to operate in our plants, and air leaks in the plant and equipment put undue stress and strain on the compressor. Monitoring the air system using a whisper-detection system (about $300) can protect your compressor and enhance your profitability.

Recently, a unit has been introduced that blends infrared with ultrasonics, giving you an even greater ability to spot leaks in the system, even calculating the cost of the loss so you can prioritize the work to attack the worst leaks first.

But again, training your team in the use of this technology is critical and should be a part of your purchase agreement for the unit.

The current cost of these units is in the $15,000-20,000 range, so they’re not cheap. But in time, technology will improve, competition will be developed and it’ll come down in price.

Vibration Analysis: Bearings, motors, pumps and other equipment are notorious for failing when you least expect. Each piece of rotating equipment can easily have its condition monitored using vibration sensing devices.

The tracking of vibration trends in this equipment will give you early warning of imminent failure, allowing you to schedule the necessary downtime for repairs.

There are many vibration sensing systems on the market presently. The consolidation of several of the players will continue to happen as the technology improves and the price comes down, but implementing an initial basic system for your plant is not only reasonable in cost, but when managed properly it will help you extend your equipment life and maximize up-time.

One of my favorite systems uses sensors that are magnetically mounted, so they can easily be moved from one piece of equipment to another in case you want to minimize your investment in sensing devices.

But once you develop your system, set up your tracking, and see the

See Column on Page 9

MATT POE

(Image: Vestis)

Route Ready Bar Mops

Backup

Continued from Page 1

during that hard time.”

BACKUP PLAN KEYS AND TESTING

There are several factors independent laundry operators must consider when creating or updating an emergency backup plan.

“I think with most of the remaining independents operating near capacity, it will be difficult to have one company process all of your requirements,” Snyder says.

“We will need backup plans with multiple companies. You need a new facility to distribute and assemble the goods.

“You need transportation to all of the backup companies. You need equipment for the things you can do, like folding and mats.”

Johnston says it’s important for independent laundries to be aware that the

IT IS IMPORTANT TO HAVE RELATIONSHIPS WITH OTHER LAUNDRIES IN YOUR AREA THAT COULD ASSIST YOU IN CASE OF A DISRUPTION IN SERVICE.

IT IS ALSO IMPORTANT TO KNOW THE CAPABILITIES OF THE LAUNDRIES AROUND YOU AND WHAT TYPE OF WORK AND HOW MUCH THEY CAN HANDLE.

worst-case scenario can happen to anyone on any given day.

“It is important to have relationships with other laundries in your area that could assist you in case of a disruption in service,” he stresses.

“It is also important to know the capabilities of the laundries around you and what type of work and how much they can handle.”

Johnston’s key elements of a backup plan for an independent laundry include, first and foremost, relationships, followed

by understanding capabilities and having a general idea of what would need to happen in the first 72 hours.

“First in my mind is you need a depot to store route soiled and clean product, if you don’t have one, to help distribute the designated items to the helping facilities,” Carrico says.

“I was lucky enough to have purchased a building that we were renovating to move into within that next year, so Springfield Laundry had that, thank God.

“Second is transportation to the help-

ing facility. Also, scheduling, managing inventory and communicating with the customer.

Another main key, according to Carrico, is having the right insurance and the appropriate coverage amount.

“You need to have adequate insurance to cover the physical loss and loss of revenue,” agrees Johnston.

Once an independent laundry creates a backup plan, it’s important to do everything possible, from regular conversations to whatever testing is possible, to help ensure the plan will work if needed.

“Other than having a fire, I don’t know how you test it,” admits Snyder. “I think you need to stay in contact with the backup companies to make sure their capacity hasn’t changed significantly.”

“(Test the plan) by having consistent conversations with your peers on what might need to happen,” Johnston adds. “Do this every 12-18 months and update thoughts and ideas.”

FINAL THOUGHTS

As the laundry and linen services industry continues along the path of mergers and acquisitions, it seems inevitable the backup plans for independent laundries will change in the future.

“The changes are fewer independents to help out,” says Snyder.

“The concern I would have is no one would be willing to help out,” adds Carrico.

As he mentioned earlier, a vital component of independent laundry backup plans is to maintain relationships with other independent operations.

“Again, relationships and being proactive with the right fit, including competitors or other regional companies that may be just outside of the company’s service area,” Carrico points out.

“You need to have agreements between those companies to help each other out.”

(Image licensed by Ingram Image)

Top 5 global robotics trends in 2024

International Federation of Robotics says new technology simplifies automation, aids maintenance

FRANKFURT, Germany —

According to the International Federation of Robotics (IFR), the stock of operational robots around the globe has reached a new record of about 3.9 million units.

This demand is driven by several exciting technological innovations, says IFR.

Robotic innovations are becoming more relevant to laundry and linen services as the industry integrates more technological advancements into facilities.

These include the use of artificial intelligence (AI) in equipment to improve performance and quality, increasing automation to alleviate labor shortages, and advances in robotic manipulation capabilities to load ironers and folders and perform sorting tasks.

The following trends are the top five in robotics globally, according to IFR.

AI AND MACHINE LEARNING

The trend of using artificial intelligence in robotics and automation keeps growing.

The emergence of generative AI opens up new solutions. This subset of AI is specialized to create something new from things it’s learned via training and has been popularized by tools such as ChatGPT.

Robot manufacturers are developing generative AI-driven interfaces that allow users to program robots more intuitively by using natural language instead of code. Workers will no longer need specialized programming skills to select and adjust the robot’s actions.

Another example is predictive AI analyzing robot performance data to identify the future state of equipment.

Predictive maintenance can save manufacturers machine downtime costs. In the automotive parts industry, each hour of unplanned downtime is estimated to cost $1.3 million, the Information Technology & Innovation Foundation reports. This indicates the massive costsaving potential of predictive maintenance.

Machine learning algorithms can also analyze data from multiple robots performing the same process for optimization. In general, the more data a machine learning algorithm is given, the better it performs.

‘COBOTS’ EXPANDING TO NEW APPLICATIONS

Human-robot collaboration continues to be a major trend in robotics. Rapid advances in sensors, vision technologies and smart grippers allow robots to respond in real-time to changes in their environment and thus work safely alongside human workers.

Collaborative robot applica-

tions offer a new tool for human workers, relieving and supporting them. They can assist with tasks that require heavy lifting, repetitive motions or work in dangerous environments.

The range of collaborative applications offered by robot manufacturers continues to expand.

A recent market development

is the increase of cobot welding applications, driven by a shortage of skilled welders. This demand shows that automation is not causing a labor shortage but rather offers a means to solve it. Collaborative robots will therefore complement—not replace— investments in traditional industrial robots, which operate at

much faster speeds and will therefore remain important for improving productivity in response to tight product margins.

New competitors are also entering the market with a specific focus on collaborative robots. Mobile manipulators, the combination of collaborative robot arms and mobile robots (AMRs), offer new

use cases that could expand the demand for collaborative robots substantially.

MOBILE MANIPULATORS

Mobile manipulators—so-called “MoMas”—are automating material handling tasks in industries

CONSIDER A SCHEDULED MAINTENANCE PROGRAM.

We offer three types of maintenance agreements:

• Monthly

• Quarterly

• Custom Tailored

Braun will work with you to develop a scheduled maintenance program to improve the life of your equipment and to minimize unplanned maintenance activity and costly repairs.

What you can expect with Braun’s routine scheduled maintenance agreements:

• Asset value preservation

• Improved/minimized energy usage

• Improved safety and quality conditions

• Increased capacity and throughput

• Reduced equipment downtime

• Refresher training for your operations employees –Especially critical with labor shortages and employee turnover

Tools f

Next-generation step van ready for testing late 2024, early 2025

Morgan Olson LLC reports has achieved another innovation milestone in developing the next-generation walk-in step van: Proxima.

This version of Proxima has evolved with a new, radically streamlined body design by J.B. Poindexter & Co. Inc. (dba EAVX), the innovation hub for J.B. Poindexter & Co. Inc.

“Proxima embodies a holistic and forwardthinking approach to the future of commercial vehicles, promoting sustainability, safety, and operational excellence,” says Mark Hope, President of EAVX.

“The next-generation walk-in step van demonstrates how we continue to enhance its design and features and why it’s such a game-changer in the industry, offering a comprehensive package tailored for fleets aiming for optimal performance and innovation.

Morgan Olson’s President/CEO Mike Ownbey shares, “It’s an exciting time for Morgan Olson, EAVX and Freightliner Custom Chassis to collaborate on this newest version of Proxima, especially as we prepare to deploy the first units for customer evaluation and testing in late 2024 or early 2025.

“Morgan Olson’s commitment to innovation was recently validated by winning back-to-back

‘Innovation of the Year’ awards presented by the NTEA.

“I also want to share my appreciation and gratitude to our customers for sharing their valuable fleet insights during the development of this newly designed Proxima vehicle.”

The EV and ICE versions of Proxima introduced at Work Truck Week are riding on Freightliner Custom Chassis Corp. (FCCC) products. The EV version is powered by FCCC’s MT50e all-electric chassis, which offers a range of up to 180 miles or more on a single charge, engine power of up to 226 kWh/303 HP, a full battery charge in three hours, and is already in everyday use in fleets throughout North America.

FCCC’s MTG 6.6L gas chassis powers the ICE version and features direct fuel-injection technology and state-of-the-art Allison six-speed transmission.

“As long-time partners with Morgan Olson, we are thrilled to work with them and the EAVX team on the new Proxima,” says Jeff Sather, president and CEO of FCCC.

www.morganolson.com

800-321-3758

Quick-ship program launched for select, popular cart products

Maxi-Movers by Chemtainer manufactures a wide variety of rugged trucks and carts designed to move and store materials safely and easily in the laundry, material handling and recycling industries.

To meet customer demand, Maxi-Movers has launched the Quick Ship Program to ensure faster delivery of some of its most popular products. This program will allow select products to ship from inventory to customers in two to three business days.

“We have found that many customers have an immediate need for Maxi-Movers’ carts and trucks,” says Dan Rodriguez, director of sales and marketing at Tank

Holding. “Waiting for products to arrive is sometimes not an option.

“Our Quick Ship program is a great offering to make sure we get some of the most sought-after products in the industry into the hands of our customers when and where they need them.”

Maxi-Movers products included in this program are M7090 Bulk Delivery Truck, M5016 Bushel Truck, K5112 Bushel Truck and Sorting Table (M4896ST).

Quantities are limited since orders are filled as requests come in. More products could also be added in the future.

www.maxi-movers.com

800-275-2436

Healthcare textile provider offers ‘no need to iron’ bed linens

Encompass Group, a manufacturer and marketer of healthcare textiles, healthcare apparel, patient warming and therapeutic support products, reports that its Versa™Knit and Versa™-Knit Ultra Bed Linens are easy to place on beds.

The company says the easy placement is because of the natural stretch and construction of the products, and they are ideal for comfort and skin care.

They are also easy to process because there is no need to iron and can be delivered unfolded.

“Encompass® Knitted bed linens are often preferred by patients, staff and laundry managers in the healthcare industry,” the company says.

Encompass believes that every patient, resident, caregiver and family member should feel safe and comfortable in today’s health-

care environments.

The way Encompass enhances the healthcare experience is by developing innovative products that are reliably delivered and cost effective for all providers.

The markets it serves include acute care, long-term care/senior care, retail healthcare apparel, hospitality and government operations.

www.encompassgroup.com

800-284-4540

Boiler maintenance ‘redefined’ with availability guarantee

Miura, a provider of steam system solutions, reports it has launched the Miura Care™ Program, a comprehensive preventative boiler maintenance program, in partnership with Hartford Steam Boiler (HSB).

Miura Care™ offers a comprehensive and effortless maintenance experience, ensuring ultimate protection for an operation’s boiler system and providing unparalleled peace of mind, according to the company.

Recognizing that proper maintenance is key to maximizing the lifespan and performance of boiler systems, Miura and its partnering representatives say they are proud to introduce an industry-leading program and Internet of Things (IoT) technology for preventive and predictive maintenance.

HSB plays a pivotal role in the Miura Care™ program, serving as an integral component that enhances the overall robustness and reliability of Miura Care™’s comprehensive boiler maintenance initiative.

The company says customers not only benefit from top-tier maintenance services but also enjoy the added layer of security provided by an industryexclusive Boiler Availability Guarantee, reinforcing its commitment to uninterrupted system availability.

Miura says the programs offer the following standard features:

• Industry-Exclusive Pressure Vessel and Economizer Guarantee—Miura’s pressure vessel and economizer guarantees provide customers with insurance on the most critical parts of their steam boiler.

• Parts Guarantee.

• Boiler Availability Guarantee (Based on N+1 Redundancy)—In partnership with HSB, Miura Care™ customers can trust in the assurance of a seamless restoration process, minimizing downtime and reinforcing the program’s commitment to

unparalleled boiler system reliability.

• BOILERMATE®—BOILERMATE® silica-based water treatment minimizes unexpected expenses by protecting against corrosion, ensuring the prolonged health of Miura boiler tubes.

•Water Quality Testing.

•24/7/365 Monitoring with Miura Connect.

•Regular Boiler Inspections.

•Continuous Boiler ROM Optimization— Ongoing read-only memory (ROM) optimization guarantees that customers benefit from the latest advancements in boiler technology, enhancing performance, efficiency and overall system reliability.

•Chemical & Consumables Discount—Ensure significant cost savings with a system-level discount on chemicals and consumables used in the constant protection of a pressure vessel not covered in the Parts Guarantee (including BOILERMATE®). www.miuraboiler.com 888-309-5574

Continued from Page 7

such as automotive, logistics or aerospace. They combine the mobility of robotic platforms with the dexterity of manipulator arms. This enables them to navigate complex environments and manipulate objects, which is crucial for applications in manufacturing.

Equipped with sensors and cameras, these robots perform inspections and carry out maintenance tasks on machinery and equipment.

One of the significant advantages of mobile manipulators is their ability to collaborate and support human workers. Shortage of skilled labor and a lack of staff applying for factory jobs is likely to increase demand.

DIGITAL TWINS

Digital twin technology is increasingly used as a tool to optimize the performance of a physical system by creating a virtual replica.

Since robots are more and more digitally integrated into factories, digital twins can use their real-world operational data to run simulations and predict likely outcomes. Because the twin exists purely as a computer model, it can be stress-tested and modified with no safety implications while saving costs.

All experimentation can be checked before the physical world itself is touched. Digital twins bridge the gap between digital and physical worlds.

HUMANOID ROBOTS

Robotics is witnessing significant advancements in humanoids, designed to

perform a wide range of tasks in various environments.

The human-like design with two arms and two legs allows the robot to be used flexibly in work environments that were actually created for humans. It can therefore be easily integrated (e.g., into existing warehouse processes and infrastructure).

The Chinese Ministry of Industry and Information Technology (MIIT) recently published detailed goals for the country’s ambitions to mass-produce humanoids by 2025.

The MIIT predicts humanoids are likely to become another disruptive technology, similar to computers or smartphones, that could transform the way we produce goods and the way humans live.

Column

Continued from Page 4

advantages, you’ll want to keep them in place.

Oh, and did I mention training? Training your team and getting your system set up for maximum effectiveness should be a part of your purchase agreement for the system.

The Bottom Line: Don’t be afraid of training and don’t hesitate to try new technologies such as these three mentioned. There are many more.

Don’t shortcut your training, as you’ll find

The potential impact of humanoids on various sectors makes them an exciting area of development, but their mass-market adoption remains a complex challenge.

Costs are a key factor and success will depend on their return on investment competing with well-established robot solutions like mobile manipulators, for example.

“The five mutually reinforcing automation trends in 2024 show that robotics is a multidisciplinary field where technologies are converging to create intelligent solutions for a wide range of tasks,” says Marina Bill, president of IFR.

“These advances continue to shape the merging industrial and service robotics sectors and the future of work.”

that your employees will truly rise to the occasion when they see the benefits.

Get your teams out to some trade shows, invite the vendors to your plant and take to the bank the gains your operation will experience!

Tommy Cocanougher is retired from a 30-year career with Cintas Corp. where his roles included plant management, general management, safety and engineering. Prior to joining the laundry industry, he worked 14 years in the sporting goods manufacturing industry as plant manager and engineering manager for Zebco Corp.

If you have not confirmed, updated, or added your listing, contact Editor Matt Poe: mpoe@ATMags.com

If you would like information on advertising in this or any issue, please contact sales: 312-361-1700

Humanoids perform a wide range of tasks in various environments. (Photo: © PAL Robotics)

UPDATE: Manufacturer maintenance agreements

Equipment manufacturer representatives talk agreement changes, benefits, offer advice

BY MATT POE, EDITOR

In today’s business environment of labor challenges and higher costs, laundry operations need to keep their equipment running at peak performance.

One way to do this is to take advantage of manufacturer maintenance agreements.

Patrick Gittard, marketing manager for JENSEN USA Inc., defines these agreements as “when a laundry enlists the support of the manufacturer to help with maintenance of their equipment. It can vary in frequency and involvement.

“On a basic level, it could be a yearly inspection of each machine to perform preventative maintenance and offer recommendations of necessary service and/ or replacement parts.”

able, strong, and durable equipment and processes.

GITTARD: We see the trend of laundries wanting more maintenance support both in terms of frequency as well as support in troubleshooting problems that may occur.

SHAW: Our industry, like most service industries, is experiencing a shortage of qualified technicians and engineers.

Many manufacturers offer schoolroom training, but by utilizing a manufacturer’s maintenance agreement, the customer’s technicians stay on site for emergencies and receive “hands-on” training opportunities with their equipment.

KONKE: The demand for maintenance agreements has increased as companies look to optimize their equipment and operations.

American Laundry News reached out to laundry equipment manufacturers throughout the industry to find out if and how these agreements have changed over the past few years.

Besides Gittard, representatives who took part were Sandro Bortoloni, director of aftermarket services for G.A. Braun; Jim Shaw, vice president and national accounts sales manager for Lavatec Laundry Technology; and Douglas Konke, head of service U.S., regional service director NAM region, for Miele Professional.

Manufacturer maintenance agreements provide regular service of laundry equipment to ensure optimal performance and minimized downtime, but their details can vary depending on location, market demand and specific company policies.

Have any terms/features of these agreements changed over the past few years? Why or why not?

What is the current state of laundry equipment manufacturer maintenance agreements?

BORTOLONI: Today’s business climate has forced a change from reactive maintenance to scheduled maintenance. Employee turnover and more energy and resourceconscious operators have driven this need. Laundry operators are demanding reli-

BORTOLONI: Our program has not drastically changed over the past few years as we believe we have a proven proactive program that includes non-destructive testing, periodic inspection, pre-planned maintenance procedures, and maintenance to correct issues found during testing and inspection steps.

GITTARD: For us, I wouldn’t say we have changed any of the fundamental terms or features, but we do see a trend of laundries having trouble hiring their own maintenance technician(s).

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For most laundries, proper maintenance of solutions isn’t something that can be compromised, thus we are seeing greater interest in maintenance agreements.

SHAW: All agreements should change to meet their client’s evolving needs, whether it is related to time frames, payments or something along those lines.

KONKE: Maintenance agreements for laundry equipment manufacturers have evolved over the past few years due to advancements in technology, increased competition, a stronger focus on equipment customization, stronger environmental regulations and customer feedback.

Overall, manufacturers aim to provide agreements that offer customers value, reliability and flexibility in a competitive market. With that in mind, we have seen more flexibility with agreements to ensure alignment with the customer’s specific application and usage.

For example, machines used during multiple shifts throughout the day may need additional maintenance versus equipment that is only used a few hours a day.

What are some standard agreement terms? What are some unique terms?

BORTOLONI: Our programs consist of lubricating, adjusting and providing minor component replacement to extend equipment life.

GITTARD: The main variable is frequency.

SHAW: Most of the terms I have been involved with relate to the timeframes that greatly depend on the demands of the facility. They start out as monthly visits before switching to quarterly, and then moving on to become semi-annual.

KONKE: Standard terms for maintenance agreements typically include scheduled maintenance visits, parts replacement, coverage of labor costs, emergency services for equipment breakdowns, technical support, and service reports and documentation.

Additionally, depending on the manufacturer and the specific needs of the customer, some manufacturers may include unique terms like remote monitoring, predictive maintenance, extended warranties, discounts, training programs and customized service plans.

Agreement terms usually allow for maintenance once a year or every thousand hours of operation, while unique terms may include monthly maintenance or additional parts replacement related to unexpected wear.

What are the benefits of manufacturer maintenance agreements for laundry operators?

BORTOLONI: The benefits of our maintenance agreements include:

•Asset value preservation.

•Improved/minimized energy usage.

•Improved safety and quality conditions.

•Increased capacity and throughput.

•Reduced equipment downtime.

•Refresher training for operations team members.

GITTARD: Maintenance agreements allow a laundry the peace of mind that the equipment is operating to the best of its potential and there isn’t some unknown issue impacting production efficiency. Also, for a laundry that can’t find technicians, their local staff may not have the experience to perform in-depth trouble-

shooting on the production line, so they gain the value of having highly experienced technicians visit the laundry.

However, even larger laundry groups with large maintenance teams see value in the manufacturer looking at the solution and making sure that it is performing like it should.

SHAW: As I mentioned, the benefits relate to the training of the plant engineers on their specific equipment and setting up the time intervals that yield the best results.

KONKE: The best maintenance agreements maximize the equipment’s uptime and performance through regular checks that ensure proper operation and identify potential issues before they become a problem—helping to ensure customers are receiving the best return on their investment.

Other benefits of these agreements include:

•Extended lifespan: Proper maintenance prolongs equipment lifespan and cuts repair costs.

•Priority service: Operators receive prompt assistance during emergencies or peak times.

•Access to expertise: Trained technicians offer specialized knowledge for using equipment.

What part of the agreements do you most often see laundries taking advantage of/using? Why?

BORTOLONI: We believe our customers take advantage of our maintenance agreements and effectiveness stems from our use of our factory-trained service technicians, ensuring top-notch expertise, along with the assurance of genuine factory-certified replacement parts (no third-party involvement, only the equipment manufacturer).

GITTARD: Our customers mainly take advantage of the trained eye of our JENSEN technicians, including the recommendations for necessary service to be performed and recommended repair parts.

SHAW: It appears that most service agreements begin as monthly visits and then evolve into quarterly agreements.

The reason is apparent: the site technicians no longer need the repetitive training.

KONKE: In my experience, most customers typically take advantage of at least the minimum recommended preventive maintenance visits, similar to recommended oil changes for your car.

Laundries frequently utilize these visits to ensure their equipment operates efficiently and reliably. By proactively addressing maintenance needs and having access to timely support, laundries can maintain smooth operations and continue delivering high-quality services to their customers.

What aren’t they taking advantage of/ using? Why?

GITTARD: The customers who are using our maintenance programs are taking full advantage of what we offer.

SHAW: There are many facilities that have qualified technicians on staff who are fully capable of performing internal training programs.

KONKE: One aspect of manufacturer maintenance agreements that laundries may not fully utilize is training. Training programs offer valuable opportunities for staff members to enhance their knowledge and skills related to equipment operation and maintenance practices.

Laundries might not take full advantage of these training programs because of time constraints, staffing limitations or a lack of awareness of available training options.

Additionally, some customers opt to cut costs rather than purchase the manufacturer’s maintenance agreement. Unfortunately, that decision could cost more in the long run due to machine downtimes and costly repairs that could have been avoided with regular maintenance.

What advice would you give a laundry operator about researching their manufacturer’s maintenance agreement?

BORTOLONI: Speak to your equipment manufacturer about customizing a maintenance agreement and training specific to their equipment in your laundry facility. We offer this opportunity to all customers.

GITTARD: Any delay in production can cost money. We have large customers who have extended their contracts for several years.

When we get feedback from customers who perform the analysis between the cost of an occasional maintenance visit and the reduction in risk of production disruptions, the agreements always prove their worth.

SHAW: If there is to be work done with on-site equipment, I recommend having the parts already there prior to the visit so the technicians can optimize the service opportunity.

You may also want to work a parts

warranty program into the maintenance agreement.

KONKE: When researching these agreements, think about how frequently you will use the equipment, the likelihood of exposure to harsh substances or chemicals, and your level of redundancy if a machine stops working.

From there, make sure you find a plan that meets the expectations you have for your equipment.

I’d also recommend asking lots of questions. Don’t hesitate to work with manufacturers to better understand any aspects of the maintenance agreement that are unclear. These steps can help laundry operators make more informed decisions when selecting a maintenance agreement to maintain efficient and reliable laundry operations.

Proper maintenance is one of the most important considerations for any piece of equipment you own. If washers and dryers aren’t properly taken care of, it is likely they will have issues down the line that reduce their effectiveness and durability.

We’ve seen equipment last well beyond its expected lifespan simply because it was well-maintained.

Our maintenance plans are focused and flexible to meet the needs of the customer and the equipment. We know our customers use equipment differently and for different purposes.

Our ability to build customizable plans helps ensure their equipment gets the right care at the right times to keep their operations running efficiently.

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PANEL of EXPERTS

Upping laundry brand game in marketplace

Uniforms/Workwear Manufacturing

Duane Houvener

I mproving your brand strategy in the marketplace requires a comprehensive approach that aligns your brand identity with your target audience’s needs and perceptions. Here are some steps you can consider:

Define Your Brand Identity—Clearly articulate what your brand stands for, what values it represents and what makes it unique. This includes defining your brand purpose, mission, vision and brand personality.

Understand Your Target Audience— Tailor your brand strategy to effectively resonate with them.

Conduct a Brand Audit—Evaluate your current brand image, messaging and positioning in the marketplace.

Identify strengths, weaknesses, opportunities and threats to your brand.

Craft a narrative that communicates your brand’s history, values, and mission in a compelling and authentic way. A strong brand story can emotionally connect with your audience and differentiate you from competitors.

Create Consistent Brand Messaging— Ensure that your brand messaging is consistent across all touchpoints, including your website, social media channels, advertising, packaging and customer interactions.

Design a Strong Visual Identity— Develop a visually appealing and cohesive brand identity that includes your logo and imagery. Your visual identity should reflect your brand’s personality and resonate with your target audience.

Build Brand Awareness—Implement marketing strategies to increase brand visibility and awareness. This may include advertising campaigns, content marketing, social media engagement, public relations efforts and partnerships.

Deliver Exceptional Customer Experiences—Focus on providing excellent customer service and delivering consistent, high-quality products or services. Positive customer experiences can strengthen brand loyalty and advocacy. Ask for customer reviews.

Monitor—Continuously monitor market trends, customer feedback and competitors’ actions.

Adapt—Be prepared to adapt your brand strategy as needed to stay relevant and competitive in the marketplace.

Measure Success—Establish key performance indicators (KPIs) to track the effectiveness of your brand strategy. This could

“My operation is making a push to improve its brand strategy in the marketplace. What steps can you suggest?”

include metrics such as brand awareness, brand sentiment, customer satisfaction and market share.

By following these steps, you can develop a brand strategy that hits home with your target audience and helps differentiate your business in the marketplace.

THealthcare Laundry

Jay Juffre ImageFIRST, King of Prussia, Pa.

his is an interesting question. How does one push to improve brand in the marketplace?

Advertising? Word of mouth? Social media? Little League sponsorships? Most organizations think these are the best ways to improve their brand.

They are mistaken.

Put simply, your brand is what you do every day. Only by consistently delivering top-quality service can you expect your brand to improve in the marketplace.

In today’s world, brands can be built up or torn down quickly. Look at companies like Tesla, which has established incredible brand loyalty in a relatively short amount of time (when was the last time you saw a

Tesla commercial?).

Or brands like Bud Light, which watched one decision by a marketing executive dramatically hurt its brand and devalue its company by millions of dollars.

Ultimately, how your brand is received by the marketplace is completely dependent on prospects’ and customers’ perceptions of your company.

Taking all of this into account, let’s take it one step at a time.

First, have you and your team sat down and defined what your brand is and what you want it to be? It may be basic, it may be lofty, but the team needs to align around who you are as a company and what you want to be known for in the marketplace.

Most organizations have a hard time with this step.

Step two: is there a gap between what you want to be and how the market perceives you? How big is the gap? What activities do you need to do to close the gap?

Thirdly, how good are you at what you do? Honestly assess things like quality, service, problem resolution and other areas that define your brand.

Finally, work with the team to develop, eliminate or minimize the gaps you see in the areas described above.

Ultimately, creating a great brand is all about delivering consistency over time. Your brand will only be as good as your

ability to execute what customers expect. I hope this helps.

Commercial Laundry

Rodrigo Patron

Lace House Linen, Petaluma, Calif.

If you are reading this magazine, you are likely aware that the laundry industry is a highly competitive field.

To stand out from the crowd and attract customers, it’s essential to establish a strong and recognizable brand identity. To achieve this, there are several crucial steps you should take to ensure your brand is well-positioned in the marketplace and resonates with your target audience.

With careful planning and execution, you can create a brand that not only differentiates you from your competitors but also inspires trust, loyalty and long-term relationships with your customers.

Firstly, identify your niche. The laundry industry has various sectors ranging from healthcare to hospitality. Determine where your strengths lie and focus on those areas.

For instance, if you specialize in handling delicate fabrics or specialty napkins, make this your brand’s identity. By focus-

ADI-American Dawn Inc., Los Angeles, Calif.

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ing on your strengths, you can create a unique selling proposition that differentiates your brand from competitors.

Next, quality is non-negotiable in an industry where cleanliness is paramount. Invest in your soil sorting system, new washers or better chemicals; train your employees rigorously; and implement quality control measures.

This will ensure that you consistently deliver high-quality services to your customers. Remember, one slip-up can tarnish your reputation faster than a mildew stain on a 100% cotton white napkin.

Customer service is also crucial. Be responsive, reliable and friendly. Go the extra mile to make that extra delivery or drop, and if all the drivers are gone, don’t hesitate to put those 10 bundles of napkins in the trunk of your car and drop them off to your client on your way home.

By providing excellent customer service, you can build strong relationships with your customers, which will lead to repeat business and positive word-of-mouth recommendations.

Your branding is more than just a logo and a catchy slogan. It reflects your business’s personality. Define what sets you apart from the competition.

Maybe you just got a new fleet of ecofriendly electric vehicles, or you have the capacity to handle massive volumes of laundry with ease.

Ensure your branding reflects your uniqueness. By establishing a strong brand identity, you can attract more customers and build a loyal following.

In today’s digital age, an online presence is crucial. Invest in a user-friendly website that showcases your services and highlights your unique selling points.

Social media can also be a powerful tool for connecting with potential customers. Use social media platforms to share relevant content, engage with your audience, and promote your services, or add a QR code on the side of your delivery trucks so people can check out your webpage.

Lastly, stay ahead of the curve by keeping an eye on industry trends, attending

trade shows and seeking feedback from your customers.

By staying up to date with the latest trends and innovations, you can adapt your business to meet changing customer needs and preferences.

Remember that adaptability is key to staying relevant in our industry.

ETextile/Uniform Rental

W. Kirby Wagg Performance Matters, Sarasota, Fla.

stablishing a strong brand presence is not just beneficial—it’s essential for long-term success.

As your operation gears up to enhance its brand strategy in the marketplace, there are several strategic steps you can take to strengthen your position, attract new cus-

tomers and foster loyalty among existing clients.

As the 4th generation of Wagg’s Linen & Uniform in Ontario, I entered the company at a time when our brand was not clearly defined.

Begin by clearly defining what your brand stands for, which involves understanding your company’s core values, mission and vision. What sets your company apart (unique value propositions) from competitors?

Evaluate your current brand perception by engaging with employees, customers, and stakeholders to gather insights into how your brand is perceived, what its strengths and weaknesses are, and where improvements can be made. This will provide valuable guidance for your rebranding efforts.

Consistency is key to building a strong brand. Craft a compelling brand message that communicates your company’s values, quality and reliability across all touchpoints.

Whether it’s through marketing materials, customer interactions, or online presence, ensure that your messaging remains consistent and resonates with your target audience.

In the textile rental industry, customer experience plays a pivotal role in brand perception. Aim to exceed customer expectations at every touchpoint, from order placement to delivery and beyond. Implement customer feedback mechanisms to gather insights and continuously improve your services.

Embrace technology to streamline operations and enhance customer convenience by investing in user-friendly online platforms for ordering and tracking services. Consider implementing RFID or other tracking systems to improve inventory management and ensure timely deliveries. Your employees are ambassadors of your brand. Provide comprehensive training programs to ensure they embody your brand values in their interactions and foster a positive work culture that aligns with your brand identity, as engaged employees are more likely to deliver exceptional customer experiences.

Finally, regularly monitor the effectiveness of your brand strategy through metrics such as customer satisfaction scores, brand awareness surveys and market share analysis. Be flexible and willing to adapt your strategy based on evolving market trends and customer feedback.

In conclusion, elevating your textile rental brand in the marketplace requires a strategic and holistic approach.

By defining your brand identity, enhancing customer experience, embracing technology, and staying true to your values, you can establish a compelling brand presence that resonates with customers and drives business growth.

Remember, building a strong brand is an ongoing journey that requires dedication, creativity, and a customer-centric mindset.

See Experts on Page 15

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Getting on the same page with employee handbooks

BY DAVE DAVIS

CHICAGO — One of the best tools owners and managers have to communicate what they expect from their staff—and what staff should expect from them—is to create an employee handbook.

During a recent webinar conducted by Beth Milito, executive director of the National Federation of Independent Business (NFIB), she detailed steps to making an effective employee handbook, as well as the essential policies that should go into the document.

GETTING STARTED

“Take a look at your existing handbook, and look at some sample handbooks, as well,” Milito says. “There are a lot of sample handbooks that you can find on the web.

“The big warning, however, is that you should never just download a handbook, put your business on the cover page and distribute that. The whole intent of the HR employee handbook is to make sure that is customized to your business.”

Milito notes that the Society for Human Resource Management (SHRM) has many model handbooks on its website, and some larger corporations have their handbooks online that can provide a template.

“Make an outline of policies you’d like to include,” she says, “and then draft the text for each policy. Read and proof it, and ideally have at least one other set of eyes take a look at the handbook. You may want to consider having an attorney or an outside HR expert review the handbook and bless it.”

10 ESSENTIAL POLICIES

So, what should go into an employee handbook? Milito suggests looking at 10 topics when first creating such a document to set expectations of what’s required of both the staff and the company.

1. Introduction — “The introduction is a welcome statement to new and existing employees,” Milito says. “It’s telling employees why it is you are issuing this handbook and offers some general information about the business.”

Milito suggests including the following in this section:

• History of the Company — How the company got started and how it has grown. The company’s founder(s) and current executives can be introduced here.

• Values — Provide the company’s core values and explain what each value means to the company and why it has been chosen as a core value.

• Mission statement — Help employees understand the company’s purpose by providing and explaining its mission.

2. At-Will Statement — “You want to follow the introduction with the employment at-will statement,” Milito says. “In all states except Montana, employment is at will. That means that in the absence of a written employment contract or a collective bargaining agreement—in other words, union business—either the employer or the employee may terminate employment for any reason that is not contrary to law.”

Cases where it would not be legal, Milito says, are terminating someone because they

are over 50, pregnant or in some other protected category. Montana’s “good cause” standard means that the employer must demonstrate a good cause for firing the employee.

“The other category that you may want to define at the start of the handbook in the introduction section, or under the Wage and Hour section, is a discussion or description of whether or not employees or are exempt or non-exempt,” Milito says.

Exempt employees are not entitled to overtime pay and typically hold executive, administrative or professional positions. Non-exempt employees typically hold nonsupervisory positions and are entitled to overtime pay for hours worked over 40 hours a week or as specified by state law.

Contractors are workers who do work for the company but are not part of the payroll. Milito uses the example of an IT or website designer who comes in occasionally, noting that they are not part of the exempt/nonexempt discussion.

3. Equal Employment Opportunity Policy — The Equal Employment Opportunity Commission (EEOC) is the federal agency that oversees and enforces federal laws that make it illegal to discriminate against a job applicant or employee because of their protected status.

Protected categories include race, color, religion, sex, age, disability, national origin, veteran status, citizenship, pregnancy, genetic information and all other categories protected by federal, state and local antidiscrimination laws.

“This is a very important legal policy that should be included in all employee handbooks,” Milito says. “It’s a reminder that employees in your business are protected from discrimination under all applicable federal, state and local anti-discrimination laws.

“You also want to set forth procedures for reporting violations for EEO infractions. It’s a good place to list the contact for the person responsible at your company for EEO policy.”

4. Policy Against Unlawful Harassment

“This, along with the at-will policy and the EEO policy, are the three must-have policies in every employee handbook,” Milito says.

This section establishes the company’s policy against all forms of unlawful harass-

ment, including sexual harassment.

This section, Milito says, should also outline the reporting procedure, along with the contact information for the individual at the business who will be taking the complaints.

“You hope that individuals are comfortable approaching his or her own manager about any issues,” she says, “but it’s always good to have an alternative person to whom employees can report harassment or unlawful workplace behavior, just in case the manager or direct supervisor is the individual who is engaging in the unlawful conduct.”

Having such a procedure or policy in place for reporting unlawful harassment, Milito says, will go a long way toward protecting the company from liability if a claim is made, and if the company addresses the harassment promptly.

5. Wage and Hour Policy — “Some states have laws that differ from the Fair Labor Standards Act (FLSA), which is the federal law that governs overtime and minimum wage and deciphers between the exempt and nonexempt employees,” Milito says. “But many states have laws that differ from the FLSA, so it’s important to remember that employers must follow both state and federal law.

“And if the laws conflict, the employer must follow the higher standard. In other words, the law that gives the greatest benefit to the employees. For example, if a state has a minimum wage higher than the federal $7.25 an hour, and many states do, the employer must comply with the state minimum wage.”

“The U.S. Department of Labor (dol.gov) has a very good wage and hour website and a map that very easily lets you click on it to find out what the minimum wage is in your state,” she says.

“DOL also has a map where you can click on your state to determine whether or not you have meal and/or rest break laws in your state, which can be a helpful resource.”

6. Attendance and Remote Work Policy

“This is a documented set or rules that puts fourth clear and consistent expectations for employees,” Milito says. “This can be difficult in businesses of all sizes, not just small businesses, to consistently enforce these policies.

“Make sure you are putting in place a realistic policy and one that you yourself will be able to follow. If many of your employees have families or young children, for example, they’re likely going to be juggling emergencies. If they are caregivers and you institute a zero-tolerance attendance policy, which was big 15 or 20 years ago, that’s just not realistic.”

To combat the pandemic, many companies allowed workers, if possible, to work remotely. This is something, Milito says, that needs to be discussed in the handbook.

“I recently saw a survey that found one and four employees said they would quit their job if they couldn’t work remotely, at least some of the time,” she says.

One of the greatest concerns for companies in shifting to remote work is making sure productivity stays high, Milito says, and there’s no negative impact on day-today operation. Your remote work policy should explain employee expectations while working from home, covering items such as working hours, availability for in-person meetings, communication and equipment.

When it comes to attendance and punctuality policies, Milito says, “sometimes it’s good to explain why you’re requiring employees to do this.”

A sample in a handbook could read “Absenteeism and tardiness put a burden on your co-workers. In rare instances where you cannot avoid being late to work, or if you are unable to work as scheduled, you must notify your supervisor as soon as possible.”

“This gives some flexibility because, again, life happens,” Milito says, “and I think a policy that gives employers a bit of wiggle room and takes account of the fact that employees have lives outside of the business is reasonable. You don’t want to have a ‘one-strike’ policy because that sets employees up for failure and you might lose some good workers.”

7. Leave and Time Off Policy — This section, Milito says, should cover rules and procedures regarding time-off benefits, including vacation, holidays, sick leave, leaves of absence or medical leaves, and leave required by law (such as voting leave, family leave, and domestic violence leave).

“This has gotten so much trickier over the last 10 years or so because of the increasing number of state paid sick leave laws,” Milito says. “Check your local and state laws, because you can really be tripped up here. Generally, states do not require any sort of vacation benefits for employees, but most employers do offer this benefit.

“And more and more employers are moving from vacation and sick leave policies to one comprehensive paid time-off bucket.”

Time-off policies are very important to employees, Milito notes, so make this section as simple and clear as possible.

8. Discipline Policy — “This is an area where I say vaguer is better,” Milito says. “Less is more. Many employers go through the three stages, starting with a verbal warning, escalating to written warnings for second violations, and then termination.

“If there’s misconduct—you catch an employee stealing, or there’s a physical altercation on the premises—you’re just going to want to fire the person on the spot.”

When it comes to defining the policy in the employee handbook, Milito believes that it should contain three core elements— definitions of the types of behaviors that are unacceptable, along with examples; an explanation of the consequences of those behaviors, and the process by which the consequences will escalate to termination; and contact information for questions, issues or concerns.

9. Health and Safety Policy — “Many companies and businesses actually have separate health and safety handbooks or policies,” Milito says, “and depending on your industry, it might be required.

“But in the employee handbook, it’s good to have a section that, at a very high level, describes safety and emergency procedures, and most importantly requires employees to report work-related injuries immediately.”

Milito also points out that some regulations under the Occupational Safety and Health Act (OSHA) require employers to have specific policies and programs in place if certain workplace hazards exist (such as a

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Experts

Continued from Page 13

This question is timely considering the notable rebranding that has taken place in our industry recently.

The first step, if we are only looking to improve and not completely rebrand, would be to determine what parts of your brand foundation are working and which are not.

Are you still aligned with your target market? Does your brand properly identify your services and or products? Are you fulfilling your customers’ needs and expectations with the products and services you’re offering?

Understanding and focusing on your target audience is paramount.

This can be achieved through analytics and may require an outside firm that specializes in this data if you are not already capturing it through your website or social media. This data should be updated frequently to stay on top of your competition.

Research your competitors’ brands and strategies. Don’t copy what they are doing but get a feel for what may or may not be working for them and then focus on what sets your company or product apart and build off that.

Make sure you are taking advantage of all the social media platforms and keeping your message clear and consistent across all platforms. Facebook, Instagram, LinkedIn, YouTube and Twitter/X should all be used at a minimum.

Make sure your website is visually consistent with the rest of your marketing materials and vice versa and possibly incorporate an SEO program into your website if web traffic is vital to your brand strategy.

Use testimonials and customer endorsements where possible on social media and your company website. Testimonials are vital for building trust and credibility in your brand.

Getting involved in the community and giving back time and or money on a local or national level can help with your brand strategy and awareness. This is often less expensive than direct advertising and showcases your company’s (brand) culture and values.

Marketing yourself today is certainly much different than it was years ago,

but many aspects of it are still very basic.

Laundries have to continue to keep their names and “faces” in front of their customers to not only remind them of who you are and what you do for them but to continually discuss what makes you different and stand out.

Some of that is nothing more than basic back and forth in meetings, phone calls and e-mails. If there is something that you do differently than your competitors, don’t be afraid to tell the world.

Today, social media sites such as Facebook, LinkedIn, Instagram, Twitter and others are easy ways to do so.

A site like LinkedIn allows you to not only promote your brand and services but it also allows you to easily connect with potential customers and other contacts.

Of course, I certainly don’t need to mention your own company’s website. You and your people have the power to promote what you think is best for your target audience.

The question is on your end: do you have people internally who can handle it, or do you need to look for an outside source?

It’s also not as simple as making changes to your site, but how frequently and also when done, how do you make it stand out on sites like Google and Bing?

Then it comes down to how much money do you want to spend in doing so. It’s just a question of how fast of a return on investment (ROI) can you get with that investment?

Old school ways such as direct mailings are not used as frequently, but who doesn’t love getting something in the mail that is exciting to read and look at? I know I do.

How about something that people don’t like doing anymore such as phone calls? E-mails rule in today’s world, but what better way than to connect with current and potential customers and have an actual real conversation with them?

If it isn’t in person, what better way to promote your company and brand than by having an actual conversation with someone over the phone?

In this industry, you certainly need to get involved. Join industry groups that would benefit you.

If you are a healthcare laundry, find out who the local and regional hospital and medical groups are that you can be a part of. Same on the hospitality and industrial side. Get involved. Meet people. Advertise and promote your company at the meetings and in their circulars and sites.

As a company, we try to cover all the bases mentioned above. For localized and regionalized laundries, it’s certainly a lot different than national ones. That goes without saying, of course.

As a national company, we try to continually promote “our brand” anywhere that we can in almost any direction. We always try to respect our current and potential customers and always try to do our promoting without continually throwing it in someone’s face.

And you can make the argument that being respectful in how you sell yourself and your brand actually shows someone how good your brand really is!

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Dryer Company, San Diego, Calif.

Top 10 hidden infection prevention dangers and how to fix them

Mitigating the risk of contamination in healthcare laundry operations requires vigilance

BY GREGORY GICEWICZ

TACOMA, Wash. — Have you looked into the investigation report of a plane crash?

Typically, such reports uncover a complex interplay of mechanical and human factors rather than a solitary cause. Most reveal a convergence of system failures and pilot errors, despite modern aircraft being engineered with numerous safety redundancies.

Crashes, though rare, underscore the importance of constant vigilance.

Now, let’s contemplate the rigorous process of ensuring the cleanliness of healthcare linens, like a simple 10-cent washcloth. While seemingly distant from safely navigating a multimillion-dollar passenger airplane, parallels emerge on closer examination.

Just as in aviation, where any lapse can lead to dire consequences, a single misstep in the linen production process can result in severe infections for patients.

Both industries share a common imperative: the pursuit of perfection in every action to safeguard lives and well-being.

Consider the potential pitfalls along this journey. For instance, improper containment of a washcloth post-patient use at the hospital could contaminate surfaces, risking healthcare-associated infections (HAIs).

Similarly, if washed with the wrong formula or handled by an employee with food spills on their uniform, contamination persists, endangering patients.

Each oversight amplifies infection risk for hospital patients, emphasizing the critical importance of meticulous hygiene throughout the linen handling process.

We’ve merely scratched the surface; the potential for contamination on this journey is vast.

Let’s explore deeper the top 10 infection prevention risks in a healthcare laundry and how to fix them.

1. DIRTY ENVIRONMENT

During a recent inspection at a healthcare laundry, I encountered a disconcerting sight: a linen room, meant to be pristine, was cluttered with dirty dishes atop a clean linen cart.

It was reminiscent of a reckless game, pushing boundaries with non-medical items. Such negligence highlights the critical need to uphold impeccable hygiene standards in areas housing clean linens.

Any lapse can lead to contamination, jeopardizing patient safety and impeding staff efficiency. Maintain cleanliness rigorously, enact thorough cleaning protocols, and ensure diligent monitoring to safeguard both patients and professionalism.

2. UNCLEAN FINISHED LINEN

Picture this scenario: a housekeeper about to spread a flat sheet on a hospital bed uncovers a large stain, or a patient at a women’s health clinic slips into a robe emitting an unpleasant odor—a harbinger of dangerous bacteria.

These examples underscore the grave consequences of unclean linen, often resulting from lapses in infection prevention and patient safety standards.

It’s important to investigate how these linen items, meant for patient use, became tainted. Was there a fault in the initial wash process, or did contamination occur post-wash?

Our primary task is to trace the root cause of the issue, starting from the wash process itself.

Testing linens post-wash is crucial; visible stains or unpleasant odors may indicate inadequate cleaning.

Modern washers, though complex, operate on a simple principle: water, chemicals, heat, mechanical action, and time collaborate to cleanse and disinfect linens. If cleaning falls short, one or more of these components may be malfunctioning.

Conduct thorough checks; ensure wash temperatures are optimal, boilers are functioning correctly and chemical concentrations are accurate.

Verify proper water levels and load sizes and confirm mechanical operations like drum rotation and extraction. Seek expert assistance if needed.

Once the root cause is identified, corrective action must be taken and rigorously tested.

It’s crucial to ensure that the solution works consistently over time. Regular monitoring, including chemical titrations and linen testing, is essential to maintain desired standards.

If the wash process proves sound, attention must shift to downstream contamination. Make sure linens are protected from all contamination sources (e.g., air, hands, surfaces, etc.) during the rest of the journey to the patient.

3. INCORRECT PHYSICAL OR FUNCTIONAL SEPARATION

Functional separation in infection control entails strategically dividing functions, processes or areas within healthcare settings to prevent infection spread. It aims to establish distinct zones or protocols to minimize cross-contamination risk and enhance infection prevention.

Maintaining proper airflow is crucial, ensuring higher air pressure in clean areas than in dirty areas to prevent dirty air from infiltrating clean spaces. Common issues

compromising airflow include open bay doors, turned off air handlers and incorrect airflow in certain areas.

For example, bay doors opening during cart drop-offs disrupt airflow, leading to cross-contamination. Solutions include installing heavy plastic strips or enclosed staging rooms for soiled goods.

Similarly, employee actions like turning off air handlers on cold days disrupt airflow, which can be mitigated by implementing policies restricting access to air handler controls.

Inadequately sized air handlers can result in inconsistent airflow across the plant, causing hidden gaps where dirty air flows into clean areas. Properly sized handlers ensure uniform air pressure throughout the facility.

Continuous airflow monitoring is essential, preferably using electronic systems or visual indicators like streamers.

Regular checks and record-keeping ensure swift action in case of airflow discrepancies.

4. CROSS CONTAMINATION, ESPECIALLY ON SMALL WASH DECK

The laundry’s small wash deck often escapes scrutiny for cross-contamination risks.

This area houses conventional washers and dryers, handling smaller or specialized loads. Typically, in a room equipped with washers and dryers, the process involves loading dirty linens, washing, drying and finally moving clean linens to the finish area.

However, the risk arises when clean linens encounter dirty ones, leading to crosscontamination and infection hazards. To address this, strict procedures and training are paramount.

Implement protocols ensuring that dirty linen carts enter the small wash deck only after clean linen carts have exited, reinforced by clear signage and visual aids. For instance, using a “Walk/Don’t Walk” sign system can denote the area’s status, guiding operators accordingly.

Clean, disinfected carts must remain

segregated from dirty ones at all times. Emphasize a foolproof process to prevent cross-contamination, complemented by comprehensive operator training.

5. MOIST TEXTILES LEAVING THE PLANT

I love the healthcare laundry axiom: “Getting healthcare textiles clean is straightforward, but the true test lies in ensuring they remain clean until they reach the patient.”

Illustrating this axiom, textiles leaving the laundry plant while still moist or damp pose a significant infection risk.

There are several methods for drying healthcare textiles:

• Tumble Drying: Utilized in healthcare facilities for its efficiency, tumble dryers employ hot air circulation to remove moisture. Commercial-grade dryers with features like moisture sensors ensure thorough drying.

• Air Drying: Some textiles are air-dried by suspending them on lines or racks, aligning with eco-friendly practices but potentially extending drying times.

• Flatwork Ironing: High-capacity systems like flatwork ironers handle certain types of flatwork textiles, providing drying and pressing in a single step.

• Steam Pressing: Used for finishing and drying specialty textiles like cubicle curtains and lab coats.

Precision in the drying process hinges on rigorous attention to detail. Factors like textile type, initial moisture content, load size, drying device temperature and drying time are critical.

Mishandling these variables can lead to undesirable outcomes, from excess moisture retention to product damage.

Overdrying results in damaged linen or uncomfortable patient wear, escalating costs and a larger environmental footprint.

Conversely, underdrying fosters an environment conducive to pathogen growth, increasing infection risks and compromis-

(Image licensed by Ingram Image)

ing patient safety.

Mastering optimal textile drying requires focus on key areas:

• Follow Manufacturer Guidelines: Adhere to laundering and drying guidelines provided by textile manufacturers.

• Sort Textiles: Categorize textiles based on fabric type, color, and soil level to ensure even drying and prevent damage.

• Control Load Sizes: Tight control of load sizes ensures efficient drying in tumble dryers.

• Invest in Proper Equipment: Commercial-grade equipment with features like moisture sensors ensures optimal drying conditions.

• Monitor Drying Times: Set appropriate drying times to prevent fabric damage or excess moisture retention.

• Perform Equipment Maintenance: Regular maintenance ensures equipment functions efficiently and reduces fire hazards.

• Prioritize Equipment Hygiene: Develop and enforce a rigorous equipment hygiene program to prevent lint and dust accumulation.

• Measure and Monitor Drying Results: Implement a process monitoring program to check finished textiles regularly and promptly address any issues. By focusing on these areas, healthcare facilities can ensure optimal drying outcomes, minimize infection risks and uphold patient safety standards.

6. INADEQUATE PROTECTION OF CLEAN TEXTILES DURING TRANSPORT

Despite our efforts to maintain cleanliness in the finished healthcare linen staging or storage area, transporting clean linens inevitably exposes them to potentially unclean environments.

Whether from the laundry to the hospital or the patient room, clean linens may traverse areas prone to contamination, including shared delivery vehicles with soiled linens.

Functional and physical separation must be upheld during transport to safeguard

against outside contamination.

To mitigate risks, it’s crucial to diligently protect clean linens during transport. This typically involves covering linen carts with fluid-proof polyethylene or cloth covers, ensuring full coverage without tears or gaps. Additionally, lining cart bottoms with a barrier prevents ground splashes from reaching clean linen.

When transporting clean and soiled linens together, efforts should be made to physically separate them, with soiled linens stored in fluid-resistant containers. Securely anchoring all carts in the vehicle prevents spillage.

Personnel training is essential, emphasizing proper bagging and placement of textiles in the transport vehicle. Staff handling soiled textiles must adhere to standard precautions to minimize contamination risks.

7. CONTAMINATED AND UNCLEAN SURFACES

In healthcare, surfaces that come into contact with cleaned healthcare textiles, like those in laundries, pose a threat to patient safety if contaminated.

The transfer of harmful pathogens compromises the integrity of linens and medical textiles, increasing the risk of HAIs and directly endangering patient well-being.

To address this issue, rigorous cleaning protocols and the use of smooth, washable surfaces are essential. Based on my observations in numerous hospitals and laundry facilities, several common surface risks have been identified.

Porous materials used for work surfaces, such as unsealed wood, cardboard, rusty metal, or concrete, can absorb and retain contaminants, hindering effective cleaning.

In both laundries and hospitals, porous surfaces in direct contact with clean linens present contamination risks. Common scenarios include:

• Use of sticky tape for labeling carts, which cannot be adequately cleaned and should be avoided on surfaces exposed to clean linens.

• Wooden discharge tables, often found at the end of ironers or piece folders, pose contamination risks to clean linens.

• Clean carts with wooden bases may lead to contamination of the textiles they carry.

• Cardboard boxes on the finish floor can harbor pathogens, risking contamination of clean textiles.

• Unsealed concrete floors or walls in the finish area may pose contamination risks if clean textiles come into contact with them.

• Torn or worn conveyor belts used in laundry operations become porous and uncleanable, posing contamination risks.

• Surfaces with rough or textured finishes can trap contaminants, complicating cleaning efforts.

• Damaged countertops or tables with cracks or crevices can harbor contaminants, compromising cleaning and disinfection.

• Laundry carts with intricate designs or hard-to-reach corners present challenges for cleaning and disinfection.

Addressing these concerns requires careful material selection and equipment maintenance. Stainless steel and polypropylene plastic are recommended for their resistance to microbial growth and ease of cleaning.

Additionally, exploring emerging technologies such as self-cleaning and antimicrobial surfaces is advisable.

Implementing stringent cleaning policies and providing staff training are crucial for maintaining hygiene standards. Validation and documentation of proper cleaning can be achieved through visual inspection, ATP testing, surface swabbing, microbiological testing, and the use of fluorescent markers or tracers.

8. CLEAN LINENS THAT DRAG ON THE FLOOR

When stepping into a healthcare laundry, observe the large-piece feeding stations and ironer feeding stations closely. Note the large pieces like sheets and blankets as they enter the feeders; often, they may be seen dragging on the floor.

In any environment, clean healthcare textiles should never touch the floor; if they do,

it’s a clear indication that immediate action is needed to prevent contamination, necessitating a detour back to the washers.

Despite meticulous cleaning schedules and processes, maintaining a hygienically clean floor in a healthcare laundry, even on the clean side, remains challenging.

Impurities hitch a ride on dirty shoes, cart wheels, and ever-moving bins, while contaminants from the air also pose a risk.

To mitigate this risk:

• Dig a trench deep enough to prevent linen from dragging on the floor in front of all feeders. Ensure it’s large enough to catch all dangling linen and implement policies for regular disinfection, acknowledging the cost and safety considerations.

• Install cleanable plates at the front of all feeding equipment, made of nonporous materials like stainless steel or rigid polypropylene plastic. Operators must wear clean booties and adhere to a schedule for regular cleaning and disinfection of the plates.

• Place clean sheets or blankets over the floor where linens may dangle, ensuring they maintain their cleanliness. Operators should wear clean booties and protective pieces must be changed regularly during shifts, although this solution incurs additional costs.

Supervisors play a crucial role in ensuring these measures are implemented and followed diligently, maintaining a hygienic environment and preventing contamination risks in the healthcare laundry.

9. DIRTY EMPLOYEE UNIFORMS

Before founding my current company, I owned and operated a large full-service accredited healthcare laundry for 17 years.

As part of our process monitoring protocol, we tested linens for contamination at various steps in the laundering process. On one occasion, the linens ready to be sent to customers kept testing positive for contamination.

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We checked the washers and wash formulas. All were okay.

We checked the dryers for contamination. All okay.

We checked the clean carts and tables for contamination that could be touching the linen. All okay. But the linen kept testing positive for contamination. What the heck was causing this?

One of our brilliant engineers suggested that we test the uniform of the operator moving the linens from the clean linen bin to the table. Bingo! His uniform was dirty, and he was contaminating the linens while moving clean linens to the table.

Prompted by this revelation, we pondered the many scenarios where employeecontaminated uniforms might unwittingly compromise linen cleanliness.

Consider the routine brushing of clean linen against uniforms or operators guiding towels into folders, inevitable contact with clothing ensues.

Extend this to handling larger pieces like sheets fed into ironers. Linens inevitably brush against operators’ uniforms during these tasks, as evidenced in videos.

Now, envision employees stacking clean linen onto shelves or carts. It’s undeniable— sleeves or bodies will inevitably touch the linen.

These realizations necessitate a critical examination of hygiene practices across settings. It’s not just about the linens’ journey but also the unseen interactions with employee uniforms that could compromise healthcare facility standards.

Faced with this challenge, we considered two approaches:

1.Preventing any contact between employee uniforms and clean linen, which was impractical and challenging to enforce.

2.Ensuring employee uniforms are consistently hygienically clean, even if contact occurs. This pragmatic approach resonated, guiding our decision.

Below are some practices to maintain hygienically clean uniforms while handling clean linen:

• Provide employees with clean scrubs before their duties.

• Mandate uniform changes or covering during breaks or transitions.

• Encourage prompt uniform changes if contamination is suspected.

• Implement regular testing of staff uniforms for contamination.

These practices, in both laundry and healthcare settings, uphold cleanliness standards and safeguard linens.

10. DIRTY EMPLOYEE HANDS

It sounds obvious but just like in a hospital setting, inadequate hand hygiene among healthcare laundry workers in the laundry is a major risk for the transmission of infections.

The laundry process involves handling linens and garments contaminated with various pathogens, making the risk of crosscontamination and infection transmission exceptionally high.

Dirty hands pose a significant threat to the integrity of healthcare linen, patient

safety and overall public health.

Training employees in proper hand hygiene practices is a foundational element of a robust infection control strategy in the laundry.

Staff should be educated on the correct techniques for handwashing, the importance of using soap and water or hand sanitizers, and the necessity of thorough drying.

Regular training sessions and updates ensure that all employees stay informed about the latest guidelines and best practices in hand hygiene. Make sure to document the training.

Also, signage should be visible throughout the plant emphasizing the importance of hand hygiene.

Verification of hand hygiene compliance is equally crucial. As we say, “If it is not documented, it did not happen.”

Implementing a system to monitor and document handwashing practices will help ensure that employees consistently adhere to established protocols.

Techniques such as direct observation, electronic monitoring systems, measuring hand soap/sanitizer usage, and periodic audits can be employed to verify that staff members are consistently practicing proper hand hygiene.

CONCLUSION

As we dive deeper into the complexities of healthcare linen management, it becomes clear that familiarity with the top 10 infection prevention dangers is essential for those tasked with overseeing these processes.

By recognizing and addressing these common risks, stakeholders can work toward ensuring the integrity and safety of healthcare linens, thereby safeguarding the well-being of patients and healthcare workers alike.

In a world where even the seemingly mundane can pose significant risks, diligence and vigilance are paramount in maintaining safety and preventing adverse outcomes.

Gregory Gicewicz is the president/CEO of Compliance Shark, a linen business compliance platform. He is the former president of the Healthcare Laundry Accreditation Council (HLAC) and was president/CEO of Sterile Surgical Systems.

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hazard communication program if certain chemicals are present in the workplace).

10. Privacy — “This is a very big deal in the age of cellphone and computer usage at the workplace,” Milito says. “If you plan to enforce a privacy policy, and many businesses do, ensure that you’re very explicit about the company’s expectations.”

Details in the privacy policy portion of the handbook may include the employee’s right to inspect and copy their employee records, drug and alcohol testing policies, the company’s rights to search company property, cellphone use expectations and limits, and policies about the use of computers and electronic equipment while at work and how that might reduce a reasonable expectation of privacy.

“Also,” she says, “be aware that privacy laws vary from state to state. There are more states enacting privacy laws that give employees some rights. This is an area that you do want to make sure you’re not stepping afoul of any privacy laws in your state.”

FINAL ACKNOWLEDGEMENT

“You want to make sure that employees acknowledge receipt of the handbook,” Milito says, noting that the employees agree they have received it, as well as they understand they are employed at-will by the company, and that the company may revise the handbook at any time.

“It’s very easy nowadays to make employee handbooks accessible online and via mobile devices,” she adds. “So, if you have a new employee starting, you can print out a copy and give it to them on their first day. For existing employees, you can just put it online and then have everybody sign an acknowledgement, which can also be done electronically.

“Just make sure you keep the acknowledgement forms.”

Dave Davis is editor of sister publication American Drycleaner

(Image licensed by Ingram Image)

Alsco Uniforms locations earn Food Safety Certification

PORTLAND, Ore. — Alsco Uniforms, a linen and uniform rental services company, reports that its Portland Industrial, Edmonton, Saskatoon and Toronto branches recently achieved TRSA’s Hygienically Clean Food Safety Certification.

“The overall process to achieve TRSA Certification has been a great, team-building experience for the branches,” Alsco says in a press release.

“Each team member has played a pivotal role in achieving this Food Safety Certification.”

TRSA certification is a confirmation of a laundry’s dedication both to compliance with government guidelines and rigorous processing of linens and garments using best management practices (BMPs).

As described in TRSA’s quality assurance documentation, BMPs are the focal point for TRSA inspectors’ evaluation of critical control points that minimize risk within a laundry facility.

For a facility to earn TRSA certification, the independent third-party inspection must find and confirm essential evidence of the following:

• Employees are properly trained and protected.

• Managers understand legal requirements.

• The facility is OSHA compliant.

• The physical plant operates effectively. Facilities with TRSA Hygienically Clean Food Safety Certification must pass three rounds of outcome-based microbial testing indicating that their processes are producing hygienically clean linens and garments with zero presence of harmful bacteria.

To maintain their certification, laundry plants must pass quarterly tests to ensure that laundered product quality is consistently maintained even when laundry conditions such as water quality, textile fabric composition and wash chemistry change.

Auditors join Hygienically Clean, Clean Green programs

ALEXANDRIA, Va. — TRSA, the association for linen, uniform and facility services, reports that seven auditors have joined the Hygienically Clean and Clean Green Certification Programs as part of its Certification Program Enhancement Initiatives.

On Jan. 22-23, the new auditors gathered for an initial in-depth training session held in Las Vegas, which included a comprehensive review of the Hygienically Clean and Clean Green standards followed by mock Healthcare, HACCP programs and Clean Green audits.

Following the initial training, over two months, the auditors were assigned additional live and virtual training with current lead inspectors to gain greater knowledge and exposure to the processes involved in carrying out the audits.

The audit process validates that plants meet established Hygienically Clean and Clean Green standards which includes evaluation of critical control points and ensures that employees are trained and protected, managers understand legal requirements and the physical plant operates effectively and is OSHA-compliant.

To ensure third-party validation, longtime executive Rudi Moors, owner of Beyond Washing LLC in Greenville, North Carolina, will manage the certification auditors and process through a partnership with TRSA.

“The addition of Rudi and the new auditors exemplifies our dedication to enhancing and refining our certification initiatives to maintain our leadership in the linen, uniform and facility services market,” says Samlane Ketevong, TRSA’s senior director of certification and accreditation.

Joseph Ricci, TRSA president and CEO, says, “As we transition into this next phase, it is imperative that we acknowledge the invaluable contributions of Bob Corfield and the Laundry Design Group team.

“Bob’s dedication and commitment over the past decade have been instrumental in shaping the Hygienically Clean programs into the largest and most recognized certification program in the industry.”

Cintas named one of America’s Greatest Workplaces for Women

CINCINNATI — Cintas Corp. reports that it has been recognized again for its commitment to creating an equitable workplace for women employee-partners by being named by Newsweek as one of America’s Greatest Workplaces for Women.

“Our corporate culture is carefully cultivated at Cintas,” says Todd Schneider, Cintas’s president and CEO. “This culture is the bedrock of our success and guides our organization.

“Our goal is always to create a workplace environment where employee-partners can thrive professionally and personally. There are incredibly talented women throughout our organization, and this award is a testament to them.

“We are committed to all of our employee-partners, and by doing so, we not only retain exceptional individuals but also propel our business forward.”

Newsweek partnered with Plant-A Insights Group to interview more than 142,000 female employees across the United States and collected more than 848,000 comprehensive company reviews.

The respondents provided insights and experiences on corporate culture, working conditions, and other aspects of their current employer and other companies they are familiar with.

Michelle Goret, current vice president of corporate affairs at Cintas, has been with the organization for 27 years and equates Cintas’s success to its focus on inclusivity and culture.

“Our culture has allowed us to not just be successful as a company but also be inclusive and bring in employee-partners with

diverse experiences,” she says.

“Doing so has created opportunities for women like myself and many others. I’m thankful to be able to work with so many talented women here at Cintas.”

Organizations included on this list were also measured on metrics across different categories women believed to be crucial in the workforce, including compensation, work-life balance and proactive management of diversity.

“We want to support our employeepartners in all facets of life,” says Max Langenkamp, Cintas’s senior vice president of human resources and chief diversity officer.

“Listening and understanding what is important to our employee-partners allows us to provide and improve our benefits and resources available to them.

“We will always evaluate ways to further support them both in and out of the workplace.”

Solenis earns Platinum EcoVadis distinction

WILMINGTON, Del. — For the third consecutive year, Solenis has earned the Platinum Recognition Level for Corporate Social Responsibility (CSR) performance from EcoVadis, a provider of business sustainability ratings and performance improvement tools for global supply chains.

Solenis remains among the top 1% of performers evaluated in the chemical industry category.

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As a leading global provider of specialty chemicals, the company is focused on sustainable solutions for water-intensive industries, including consumer, industrial, institutional, food and beverage, and pool and spa water markets.

The company also owns Diversey, which provides cleaning and hygiene products and technologies.

“As we grow, Solenis is significantly enhancing its capabilities to help customers tackle critical sustainability challenges, reduce their environmental impact, and help create a cleaner, safer world. It’s why we’re here,” says John Panichella, CEO of Solenis.

“Our continued ability to not only maintain but improve our ESG processes and reporting in the midst of our company’s unprecedented growth is a testament to the hard work and dedication of thousands of employees around the world.

“Without them and their efforts, Solenis as a company would not be the significant contributor that it is toward improving global water conservation, protecting our resources and preserving our planet.”