The broad direction of developments in laundry production—like much else in today’s economy— is shifting to a greater reliance on automated systems. That trend is coupled with a reliance on a “pull” rather than “push” approach to production scheduling that emphasizes improved efficiency and reduced waste.
“The impact of automation on production in sorting and finishing is poised to be transformational for our operation,” says Andrew Thornbury, COO of Miller’s Textile Services, Wapakoneta, OH. “Over the next 1–3 years, we anticipate significant advances—many driven by RFID technology—that will include automated soil and clean product sorting, mat rolling, conveyance, warehouse storage and customer-specific pack-out systems.
“These innovations will fundamentally reshape how industrial laundries operate by enabling real-time tracking, enhancing visibility and reducing labor dependency,” Thornbury adds. He predicts these moves will lead to improved efficiency, fewer bottlenecks and enhanced throughput. Processing accuracy will also improve, requiring less rework. “Ultimately, automation allows us to process more with fewer touches, greater consistency and higher quality—ushering in a new era of productivity and service reliability.”
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The current environment features labor shortages and a reluctance by some Gen Y people (born 1981-’96) to pursue careers in the commercial laundry industry. Those trends are fueling enhanced automation and laborsaving innovations across North America, as well as in Europe. In both markets, suppliers such as Inwatec/JENSEN, Kannegiesser, and others have forged ahead with robotic equipment that’s reducing demand for labor in soil sorting and on the finishing side.
Steve Royals, president of Performance Matters, a consulting firm, commented on the trend among young people to forgo careers in textile services. He sees changes in attitudes among young people as a factor in the labor market now confronting laundry operators. “It’s more tied to the shift in labor mentality,” Royals says. “Production used to be very stable in laundries, having 20-plus-year employees. Newer generations of workers have shown the willingness to change jobs more frequently.” This in turn leads to costs related to training and onboarding, as well as rising labor rates. “When you replace people, you are (often) forced to pay a higher market rate for that person to start.” While automation is costly as well, Royals says that higher minimum wages are driving up labor costs, with no end in sight. “Automation is more costly upfront, but it can be paid for over time and ultimately may cost less over time.”
Silje Mari Sunde, project manager at Nor Tekstil, a Norwegian healthcare and hospitality laundry group with 26 facilities across Norway, recently spoke on these issues during a TRSA Podcast that aired on April 30 (click bit.ly/NorTekstil1). In her interview, titled “Episode 73 – Laundry Automation” she describes how several Nor Tekstil plants are implementing automated systems on the soil-sorting and finishing sides of their plants to save labor and improve efficiency—without laying off staff. When asked by TRSA podcaster Jason Risley about the benefits of automating production, she answers that, “The key benefits…I can name several. But maybe the most important one and the first one that comes to mind is manpower. It’s hard to find stable personnel. So we find ourselves always recruiting. That may be the first driver to go for automation.” Her words will ring familiar to many operators in North America as well. In addition to labor scarcity, rising expenses are making it difficult for laundries in today’s economy. “There’s also labor costs,” Sunde says “We see that with automation, we can save over time. Maybe we can have fewer shifts at some plants. So it’s definitely a benefit that you save labor costs.”
The movement of goods through the plant is likewise benefiting from automating production systems. “We also see that it improves the production flow,” she says. “That’s an experience we have discovered after implementing it. I’m talking about specific sorting robots for the soil side. It really sets the tone for what is happening in the rest of the plant for the day. We see with using automation, it improves the production flow with longer series, fewer shifts. That’s a benefit for all of the plants also on the clean side.”
Most laundry operators that are pursuing automation today select one of two options for tracking goods. They can use radio frequency identification (RFID) tags, sewn or heat-sealed on the textile. Or they can use increasingly sophisticated cameras that can identify individual textile items without scanning. The tags provide better accuracy, but the cameras are improving and they save operators on the expense and effort of tagging goods. “You can use RFID chips, or you can use cameras and artificial intelligence,” Sunde says. “We see that when you use a chip, you get almost 100% accuracy. So that’s a huge benefit.” Not all of the Nor Tekstil plants have tags; some use cameras, she adds. The cameras typically get 95% accuracy. Sometime a camera will miss a colored thread in a sheet that misidentifies it because it’s turned in such a way that the camera can’t “see” it. The benefit of cameras, as with automated sorting generally, is fewer mistakes. “You don’t get the human errors,” she says. “You get other errors but not human errors.”
Long-Term Shift
While not all companies—especially in North America—have moved as far as Nor Tekstil, the momentum for automation is building in the U.S. and Canada as well. We asked Don Maida, a consultant with Tingue, how he sees this shift. He answers that the pace will depend on both labor, as well as the return on investment (ROI) on these systems. “How companies ‘embrace’ automation in the next few years will be driven by ROI and accomplishing staff ‘right-sizing,’” he says. “Those operators with long-range forecasting and budget will benefit the most from automation. Those operators with smaller budgets and capacity will have to invest wisely to maximize the impact of introducing new technology into their processes.”
The risk of moving on automation too quickly and without sufficient planning can backfire on operators, he says. “Over-automation in one department may create other ‘bottlenecks’ with the workflow, which can and will hamper the improvement’s contributions to the process,” he says. Maida adds that “Automation is not a business plan. Companies will have to have the skilled personnel to operate their systems effectively.”
Another consultant, Gerard O’Neill, president and CEO of American Laundry Systems, Derry, NH, predicts a gradual move toward more automated production. But he too cautioned operators not to jump in without adequate preparation. “Automation in any department is worth taking a look at,” he says. “But it should be evaluated fairly and not just to have the latest gimmick. A fair analysis as to the benefits, hurdles, pros and cons is worthwhile as some levels of automation are not for everyone.” Operators need to carefully consider maintenance capabilities and the likely impact on throughput, he adds. “If you can’t maintain it, or use it to gain efficiency in the level of production such that it is benefiting your throughput, then think twice before making that capital expenditure.” Payback questions are equally important. “How long is the ROI…or is there one?” O’Neill asks rhetorically. “Ask yourself these types of questions first before taking the plunge.”
Still, the pressures of labor costs/shortages and the growing availability of automated systems will likely push more companies to invest in these systems, several sources predicted. “In our practice, I see many laundries moving to more automation in the next 3–5 years (they are doing it now) as labor rates continue to rise and labor availability to fall,” says consultant Bob Bowe of Performance Matters. “This is a regular conversation we have with owners,” adds Royals, of the same firm. “Margins aren’t growing and labor rates are growing at a higher rate than revenue/price increase growth can keep up with.”
A similar phenomenon is affecting companies in fields such as manufacturing and service businesses across North America, he says. “Automation is not unique to this industry. “We see that with retail and fast food where repeatable tasks can be automated. Sometimes it is a mix of automation and people, to make their job easier and more efficient. This allows companies to reduce headcount and keep the people they want. The innovators in this industry have already, or are moving to automation.”
Thornbury says he expects automation to continue gaining ground, particularly among forward-looking companies that can see that the labor situation isn’t likely to improve. “While it’s difficult to predict how many laundries will choose to automate in the next 3–5 years, I believe the momentum will continue—particularly among operators who take a strategic, long-term view. High upfront costs, process adjustments and space constraints can pose challenges. But for those who plan thoughtfully, the gains in efficiency, labor savings and scalability make automation a smart investment. At Miller’s, we’re committed to staying at the forefront of this evolution and will continue integrating automation throughout our operation to enhance performance and service.”
Another response to labor shortages that laundries are pursuing is to enhance staff flexibility through cross-training for different jobs, according to our sources.
Cross-Training & Competitiveness
Cross-training can serve as a win-win for companies and staff by maximizing the value of employees, while at the same time contributing to their job satisfaction.
O’Neill describes cross-training as critical to success in today’s markets. “This is one of those must do ‘essentials,’ he says. “It is essential to not only conduct the training but put it into practice also. Make cross-training a standard procedure, as it not only benefits the operator but the employee too. From a morale point of view, a coverage/backup point of view and an appreciation point of view (with management showing that they do care and give employees a break from the routine.)”
Thornbury says cross-training is important for these reasons and others—particularly helping hourly staff understand the big picture of what the company’s goals are. “At Miller’s, we see cross-training as essential for building a flexible, resilient workforce,” he says. “Cross-training is a cornerstone of our workforce strategy that enables team members to seamlessly cover for one another, reducing stress, minimizing disruption and ensuring consistent output. Cross-training also fosters knowledge sharing across our multi-generational workforce by helping employees understand the ‘why’ behind each task. Beyond operational efficiency, it boosts morale, promotes professional growth, and expands skill sets—creating a more agile, engaged and capable team.”
Bowe adds that cross-training is an essential move for laundry operators. “Cross-training is an undervalued necessity, especially in this labor market,” he says. “A robust cross-training plan will ensure the redundancy in your facility to carry you through times when key people are missing. I recommend a detailed cross-training plan that includes the names of people who have been cross-trained, their proficiency in each position and whether they have reached proficiency in training others.”
Maida says that while challenging, developing an effective broad-based cross-training program pays major dividends. “The companies that utilize cross-training of all positions reap the biggest rewards,” he says. “It takes dedication and determination to apply cross-training companywide. Only having a couple of key positions cross-trained makes it harder to fill positions as turnover occurs.” In a true cross-training environment, new hires are only slotted into entry-level jobs, he says. Any vacancies at higher levels are filled by regular employees who are familiar with the company’s production processes. Cross-training makes it easier to move experienced people into newly opened positions.
Scheduling Options
Given the team you have—whether cross-trained or not—a key concern centers on how you deploy them in a way that maximizes productivity and throughput, while controlling costs and ensuring efficiency. Several of the sources we contacted recommend adopting a “pull” method of production management. This reflects the adoption of a “Lean” approach similar to the one for manufacturing that Toyota Motor Corp. developed in the 1940s (see related article on pg. 16). When applied to laundry production, the pull approach emphasizes efficiency by having staff process goods based on actual demand from customers. This is also known as the “staggered” approach to soil sorting. A visual signal, such as the appearance of loaded slings or carts, alerts staff that it’s time for the next phase of production. This reflects an element of the “Kanban,” visual workflow-management system that’s part of the Lean Manufacturing approach.
The opposite method is the “push” system in which laundry is processed regardless of demand. This can lead to inventory sitting idle and needlessly taking up space. O’Neill says he and others in the linen, uniform and facility services industry are advocates of the pull approach, including Lean plus Six Sigma. The latter program emphasizes reducing variation and improving quality with the aid of data-driven tools and statistical analysis.
While continuous improvement is the goal, applying Lean principles, such as the pull production method, can help operators succeed. “Constantly trying to improve is key here and not sitting back thinking you have achieved perfection because you most definitely have not,” O’Neill says. “Applying the principals of Lean Six Sigma works for many operators and managers. As long as you ‘pull’ through the plant and not push, it will be easier to define, measure and map improvements.”
Thornbury says Miller’s Textile applies a customized version of Lean principles in its production processes, and they find the program is helpful. “While the push-and-pull dynamic of inventory flow is a constant consideration, implementing a solid First In, First Out (FIFO) system grounded in Lean Manufacturing principles can deliver lasting productivity gains, Thornbury says. “This approach helps smooth and balance workflow, minimize bottlenecks and ultimately extend product lifespan while maximizing availability,” he says. “Lean thinking enables us to reduce waste—not just in materials, but in time, motion and effort—while preserving the flexibility and quality that’s essential to a high-performing operation.”
Bowe says there are pros and cons to each production method. What works best for a given operation will hinge on a range of issues. “Different approaches have advantages and disadvantages,” he says. “Management may determine if staggered shifts are appropriate—there are more hours to cover.”
In either scenario, planning for production and how teams in different departments interact is critical to maximizing efficiency and throughput with minimal expense of resources, Bowe adds. “Developing a schedule is the key to efficient processing. Ideally, FIFO seems to be the best approach—avoiding double handling of product as it is moved forward or back in the schedule to be able to produce the material when needed. Scheduling soil and wash to produce what is required to feed each finishing department is also key, especially in plants where all departments run continually. In smaller facilities, scheduling the work to complete a finishing department before moving associates to another area avoids the continual movement of people that requires additional set-up time in each area.”
Another factor that managers need to account for in scheduling production is equipment capabilities in the plant. “Staggering the plant production schedule can be the most effective way to create a smooth consistent flow of product throughout the facility,” says Maida. “However, the amount of ‘stagger’ really has to be calculated based on your equipment utilization and capacity.”
He cites a theoretical example, noting that if a sorting department can process 4,000 lbs. (1,814 kg.) an hour for washing, but the plant’s wash capacity is 5,000 lbs. (2,267 kg.) an hour, it’s not enough to start soil sort an hour early. “That would be an example that would carry through to each department,” Maid says. Staff engaged in washing soiled items, finishing and packout would confront an issue of “hurry up and wait” for more product to come to them.
To get a more precise handle on goods moving through the laundry, many companies have implemented production-software programs that provide them with data to show what’s moved where, while also tracking the productivity of individual employees.
Tracking: Manual or Automatic?
Few would dispute the value of tracking production data as way to focus on continuously improving operations. Industry veteran and consultant Michael Dodge, put it this way, “As the old saying goes, if you do not analyze production data, then you’re just a person with an opinion.”
For O’Neill, as a consultant who’s developed more than 100 plants, using technology to track production—whether it’s an automated system from an outside vendor or an in-house program—is critical to competitiveness. “From a consultant point of view, this is a must have or a must do in any facility,” he says. “You must measure so you can see where you are in comparison to the industry or your peers and most importantly where you are in comparison to yourself (this is the one that counts).” Regardless of what method you pursue, data tracking allows you to benchmark yourself honestly. “Whether you do it by hand, by touchpad or with some software of some kind (and Spindle is one of the best) as long as you are doing it, and doing it properly, you will see the pattern emerging and notice where the problems are, etc.,” O’Neill says. “So now you can improve with that knowledge in hand and it’s a win, win for you and the plant.”
Thornbury is a big proponent of advanced analysis of his company’s production data. “We actively track production using Spindle, enhanced by RFID (radio frequency identification) data and both analyzed/visualized through a Power BI overlay,” he says. A Power BI overlay is a visual aid—often an image or annotation—that guides users through highlights of collected data. Thornbury says his company’s automated-tracking system is generating “real-time insights that drive accountability, reduce bottlenecks and help us align team members with the tasks where they perform best.”
What’s more, Miller’s Textile leverages and integrates data to pair it with cross-training. This enables the company to better align labor with demand, while minimizing idle time and optimizing processes. “The resulting transparency empowers both leadership and employees to understand expectations, make better informed and smarter decisions and deliver stronger results.”
Bowe says that in his experience, production tracking offers operators clear insights for improving production performance through an enhanced awareness of how to fine-tune operations in various departments. “Tracking production efficiency is paramount,” he says. “In our practice we normally see a 10% improvement in PPOH (pounds per operator hour) just by using an automated tracking system that provides real-time feedback to the employees.”
Harking back to the cross-training issue, Bowe adds that, “Combined with coaching and process improvements, we see 20% or greater improvements in PPOH over time.” The risk for operators of either automated or manual production-tracking systems is that management sometimes isn’t diligent about monitoring the data available to them. “Too often I see valuable systems that have been installed but not utilized consistently or effectively to achieve the goal,” he says.
Maida adds, as he said above of automation, that data-tracking technology can take the place of management attention to issues in the plant. “Data collection is no substitute for managing,” he says. “If the data is not reviewed consistently (as soon as available) then the value of the information is lost. It is impossible to have a meaningful review about a problem that should have been addressed last week.”He adds that manual systems can be effective, again, if the information is easily accessible and it gets hands-on attention from management.
Tech Partnering
As previously noted, today’s successful laundries are leveraging technology to help them maximize productivity, throughput and efficiency with the help of technology. But it’s clear from our sources that technology alone won’t necessarily improve production systems. Laundry operators also should look to improved production strategies such as a “pull” type approach that reduces waste, while enhancing efficiency and throughput.
Production tracking also can help companies to maximize the value of their services. The same goes for automation, which shows no sign of slowing its advance. But it still takes people to oversee automated soil-sorting or finishing equipment, such as towel feeders. Advancing automation also requires excellence in maintenance and in many cases, custom tweaking to meet the needs of a given operation. It takes a team to make that happen, including cross-training staff for maximum versatility in terms of the skills needed for various tasks.
Clearly, technology—coupled with planning and staff training—can enhance production systems, regardless of sector or customer mix. By pursuing these initiatives, commercial laundries can achieve continuous improvement in plant production. TS
JACK MORGAN is senior editor of Textile Services. Contact him at 540.613.5070.
