Textiles: Mike Justice, Beck’s Classic Manufacturing, Brentwood, N.Y.
While I have never officially led a team in a hospital or laundry that had a linen management program, I have the unique perspective of both participating in and observing, from a “vendor’s perspective,” a lot of examples across the country.
I have witnessed many hospitals that implemented linen management programs that I consider to be “best in class” and many that were never able to produce any real results for a multitude of reasons. I will highlight what I observed as the major differences between the two.
First and foremost, the staff must be educated on the purpose, goals and financial impact of an effective linen management program. You must get “buy-in” at all levels.
Goals and benchmarks should be well-established based on in-house data and compared to previous internal results. Many hospitals benchmark outside data and quickly become frustrated when they are not achieving those data points comparatively and quickly “fall back” to bad habits and lose interest in the program.
Every hospital has a different patient mix, storage areas, staff considerations and even weather that may cause data to differ.
As a reminder, benchmarks or goals, once achieved, should be continually challenged so as not to impact patient comfort or care. At some point, there is a diminishing return for not having enough linen available and excess cost could occur in other areas, offsetting the reductions achieved by an effective linen management program. This should be communicated, whenever possible, to the staff.
Continuously, new goals and benchmarks should be clearly explained to the linen staff, and even nurses, outlining the financial impact of achieving the goals of the program. This will ensure continuous “buy-in” over the long haul from everyone when it is explained clearly.
How much does a pound of linen cost? How much does it cost to use an item vs. lose or throw away an item? These are good examples of things to share with the staff, also.
If possible, effective linen management should be included in the orientation of all new staff, and work for it to become part of the “hospital’s culture” to effectively use linen the proper way.
Posting these benchmarks/goals and actively tracking them with visible posters or on information boards in break rooms highlights the importance and results achieved by an effective program.
I have observed (and sponsored) facilities offering a quarterly “pizza day” or some other type of departmental recognition by hospital administration when goals are met. People like to feel important when they are doing their jobs at all levels.
Remember, you’re changing the perspective of the staff to “I’m not just delivering linen, making beds and cleaning rooms; I am responsible for helping the hospital run more efficiently and financially responsible!”
Building a team is easy, it’s the “buy-in” aspect of the goals and results that will keep the momentum going in an effective linen management program. Always seek ways to do this and success will always follow.
Consulting Services: Matthew Alexander, Pertl & Alexander LLC, Manlius, N.Y.
Linen management software and systems are powerful tools assisting management in assuring linen inventories are maintained, containing linen losses, and assuring linen is where it’s needed when it’s needed.
In a laundry operation, implementing best practices includes documentation in job descriptions and policy manuals, training, and supervision.
Convincing customers to embrace best inventory practices is often more nuanced. The first step to earning buy-in from customers is to demonstrate competence by establishing the par at use areas required to meet peak demand and consistently delivering that amount.
New linen must be injected until linen closets, patient/guest rooms and storage areas are filled to appropriate par levels. When the laundry supply chain is stabilized, it can be much easier to get customers to buy into dedicating the time and resources to implement the best practices because they aren’t consuming their time and energy attempting to address operational issues resulting from linen not being where it’s needed when it’s needed.
When customers have confidence in the competency of the laundry, they are typically more receptive to buying into best practices, including using inventory management software and tracking key performance indicators, including soiled-to-clean ratios, cost of linen, and pounds per patient/adjusted patient day or occupied room. Educating customers about the industry norms for soiled-to-clean ratios and consumption helps identify areas of high loss and usage.
Developing customized soiled-to-clean profiles for individual customers can further illuminate and, in many cases, conclusively demonstrate the extent of linen losses at specific facilities in a way that captures the attention of senior leadership to their buy-in to implementing best inventory practices.
An effective method of developing a custom soiled-to-clean linen profile is to weigh a sampling of clean and soiled items for a specific customer and populate the respective weights into a matrix that reflects the type and quantity of items typically included in a delivery. By totaling the average soiled and clean weights of items in a typical delivery to a customer, a unique soiled-to-clean ratio can be developed demonstrating the number of soiled pounds that should be returned if all the items shipped clean are returned soiled.
Similarly, by totaling the weights and costs to purchase linen items in a typical delivery for a specific customer, an average cost per pound to purchase new linen can be established. When measured over a period of weeks and months, the custom soiled-to-clean ratio can be applied to determine the pounds of linen lost in service. Multiplying the pounds of linen lost by the cost per pound to purchase linen produces the value of linen lost in service for individual customers.
Identifying and reporting on areas of excessive linen losses—as measured against industry norms and within the departments of the same organization—can provide customers with the information needed to buy into using management information software and implementing effective inventory management practices.
RFID (radio frequency identification) technology has demonstrated favorable results in dispensing healthcare scrubs and, in more isolated cases, a full range of healthcare linens. In our experience, the empirical data produced by implementing RFID technology is helpful in demonstrating the value of inventory management software and systems and can be an excellent way to demonstrate the value of buying into the use of inventory management software and systems.
The most effective way to encourage customers to buy into using inventory management software and implementing best practices is by demonstrating and documenting how doing the same benefits them and their organizations.
Hotel/Motel/Resort Laundry: Reyes Chavez, Tender Care Laundry, Chicago, Ill.
There have been multiple venues and applications of linen management software and systems throughout the years, and all have pros and cons to them.
There is old-style triplicate invoicing with manual spreadsheet entry, cart scanning systems (whether proprietary or commercial), and RFID tagging.
Triplicate data entry to manage linen deliveries and inventory was a steady, reliable form at the dawn of computing systems and is, in some cases, still used today at a low cost to maintain. Reporting capabilities were basic but reliable, but took some time to populate.
Fast-forward to scanner programs with barcodes on carts for soil receiving and clean delivery. There are commercial companies, as well as private proprietary systems.
Whatever you use, these systems have real-time reporting capabilities. The amount of information you can put into some systems is tremendous almost to the point of overcrowding with too much information, while others are simpler to use with key refined areas of use in your laundry.
RFID systems constitute a heavy investment to set up but are 100% real-time trackable at any location, whether in the laundry, in transit or at the customer’s location. These systems are labor-intensive in the beginning, but as soon as you get up and running, they are the best in linen management.
Whatever you use or are potentially looking to upgrade to, the systems are only as good as the information you put into them. All operators, from soil receivers to production supervisors and managers as well as weighmasters, must enter information immediately and correctly. These entries are critical as customers demand to have real-time reporting as well since the cost of linen purchases continues to rise.
Soil-to-clean variance reports need to be relayed monthly. Without correct data entry, these critical reports are flawed.
Managing this is a true challenge, especially while conducting day-to-day operations. It is easy to have days of data lost. One of the most effective ways I have found over the years to relay this to your key data-entry personnel is to invite them on your conference calls with customers.
Have them hear the customer’s frustrations as well as positive comments. It opens their eyes on how following the rules set forth by management is crucial to a company’s reputation and success.
Chemicals Supply: Sampson Linus, Ecolab, Woodbury, Minn.
Convincing team members to adopt linen management software can be challenging. However, here are some best practices. These recommendations assume that a key vendor has been identified and the software has passed initial IT security and compatibility evaluations:
- Articulate how the software will streamline tasks, save time and enhance efficiency by clearly communicating its benefits. Emphasize features that address concerns such as compatibility, metrics accuracy, and process efficiency indicators based on real-time data and insights from the software. A robust partner vendor support process can also streamline operations and reduce business costs.
- Engage team members early in the decision-making process. During the selection and implementation phases, seek their input and feedback. Allow team members to evaluate the system and provide feedback before full implementation.
- Establish a comprehensive training and support system. Offer thorough training sessions and ongoing technical support to ensure everyone is confident in using the new system. Address any concerns or difficulties with extensive support and training resources.
- As the change management process advances, share examples of how similar teams or organizations have successfully implemented the software and experienced positive outcomes. For instance, partner vendor testimonials from other clients who have seen significant improvements in efficiency and profitability can enhance credibility and user experience.
- Consider introducing incentives for utilizing the new system, such as recognition, rewards and competency champion status for deserving associates to encourage engagement.
- Leaders play a critical role in driving change management. Demonstrate your commitment to using the software by leading by example. When leaders actively use and benefit from the system, team members are more likely to follow suit. This approach depends on the change management methodology and leadership style suitable for your implementation process.
Overall, the key to aligning team members with new software is to recognize and address any resistance or concerns they may have. Open communication and empathy can significantly reduce apprehensions.
By employing these strategies, we can drive engagement for new software, ensuring effective training and delivery of an optimal user experience through the leverage of compatible features, capabilities and support.
Uniforms/Workwear Manufacturing: Steve Berg, Encompass Group LLC, Pelican Rapids, Minn.
Change can be difficult, and creating an environment of change takes time and dedication.
When attempting to create “buy-in” or adaptation to changes in inventory processes and linen software utilization, a structured approach that includes ongoing support, training and effective communication is key.
Sometimes change can be perceived as a challenge rather than an opportunity. It is important to encourage adaptability and foster a positive change culture early on. Focus on promoting a mindset that embraces the ability to enhance efficiency and effectiveness through new technologies. Start by communicating the benefits and the “why” behind the change.
Highlight efficiency by explaining how the software program will help streamline inventory management, reduce manual errors, and save time.
Demonstrate potential cost-savings benefits by showing reduced waste and optimized inventory control.
Explain how the software provides valuable data insights that support better decision-making.
Involving the team early in a transition or change will prove to be beneficial. Gather feedback and seek input from team members during the implementation phase to ensure the software program will meet their needs.
It may be helpful to create a task force with a group of key team members that will champion the software’s use.
Education and training will be the key to success. Proper education will allow confidence, comfort and compliance to thrive.
Allow team members the opportunity to interact with the software in real-life scenarios to provide hands-on training. Keep in mind that the education may need to be tailored to different users and levels of application such as beginner, intermediate or advanced users.
Designate champions who are enthusiastic to mentor others, promote best practices, share tips and encourage collaboration.
Incentivize. Incentives go a long way, even if it is a simple recognition. Recognize the contributions and celebrate the wins. Provide tangible rewards for team members who are meeting or exceeding the management goals utilizing the software.
Open the line of communication to offer ongoing support. Look to establish support channels through emails, communication boards with questions and answers, and open forums or huddles.
With ongoing support, it is also important to encourage and gather feedback. Look for ways to regularly solicit feedback to identify areas for improvement, or pain points for both the software program and the implementation process.
Share information and be transparent. The software programs are designed to aid in monitoring performance and benchmarking. Find creative ways to share this data. Share the wins or success stories; this will help reinforce the value of the software program and its positive impact.
The goal is to strengthen your team’s buy-in and foster a culture that is not only adaptable and accepting of change but looks forward to future changes as an opportunity to constantly improve.
Click HERE to read Part 1 with advice from linen supply, equipment manufacturing, and commercial and healthcare laundry experts.
Have a question or comment? E-mail our editor Matt Poe at [email protected].
