Linen Supply: Dyan Troxel, HandCraft Linen Services, Richmond, Va.
When trying to get buy-in from team members to use linen management software, it is helpful to put on the “customer” hat.
While wearing this hat, you can understand the customers’ view, see their needs and realize their pain points. Then, it is all about the art of persuasion to convince our team members using linen management software is in the best interest of the customer.
It is the customer, after all, for whom we all work.
Changing behavior starts with connecting the action with a strategic goal. How will using the software help our organization? Once you have a compelling reason for the importance, you think about the results or outcomes that will come from consistent use. This is the step where you can share a convincing story from a customer testimonial or from success metrics such as a customer who used the data from the linen management software to update their process which saved them money.
Sharing success can motivate individuals more than a direct mandate from a manager due to showing the “why” behind the action.
Customer success may not be enough to inspire change. Change can be stressful, especially if the team member is not tech-savvy. Emphasize how using the linen management software will impact them. Make sure you focus on the benefits of use such as time savings, efficiency and accessibility.
At this point, you may have initial buy-in to use the software. The next step is crucial. You need to provide training and support. Use different teaching styles to educate about the features of the linen management software. Some people respond to hands-on training while others prefer step-by-step instructions.
Training is not a one-and-done activity. There needs to be follow-up along the way. Ask the team members for feedback and work through any obstacles. Without this support, users tend to slip back to previous ways as that is what is easier and comfortable for them.
Keep reminding the team that their use of the linen management software has a direct line to the organization’s strategic goal and impacts customer satisfaction.
Equipment Manufacturing: Brennan Pollnow, Girbau Industrial, Oshkosh, Wis.
At Girbau Industrial (GI), we work with laundry owners, managers and engineers on how to improve profits through laundry systems that reduce labor hours; cut energy, water and natural gas usage; and improve and streamline laundry production. By tracking and managing every detail of the laundry production process using an integrated production management system, laundry owners and managers can successfully motivate and incentivize employees/staff to work smarter and more efficiently.
Occasionally, when new GI feeding, ironing or folding systems are put into place, employees on the plant floor worry their jobs might be eliminated or feel uneasy about operating those new systems. Easing their anxiety involves proper training. Building their motivation involves incentivizing them for work done well. Many of the plants I work with do these two things very well.
Tracking at the System Level
Keep in mind that at the system level, GI-branded laundry systems share the same operational technology, control platform and intuitive graphics—making it easier to cross-train employees on multiple different systems as they all operate similarly. This eases employee anxiety because the platform is familiar, while allowing management to move workers around the laundry floor to handle different systems and duties.
Second, all GI systems offer management tracking, which is necessary for measuring employee success. For instance, a GI ironing line tracks the piece count on each program or lane and the number of pieces an employee is feeding or receiving per hour. Management can then incentivize employees based on their overall productivity. At the end of the day, proper training and “good work” incentives positively impact employee attitudes and productivity.
Tracking at the Production Management Level
Taking that idea to the next level with an integrated production management system can glean even better results – allowing management to zero in on efficiency improvements, and simultaneously, better tracking of employee performance at every level.
GI laundry systems work seamlessly with these production management systems—allowing laundry owners/managers to oversee and track every aspect of laundry production, including the productivity of machines and employees; water, gas and energy costs; and customer profitability. It’s then easy to create incentives (cash bonuses, extra vacation time, trips, experiences, etc.) for everyone, including machine operators, managers and engineers. Moreover, the insights gained related to work schedules, task allocation, employee training, team management, purchasing resources and customer contract terms, are invaluable.
Make Engineers Part of Purchase Decisions
Lastly, engineers should be involved early in the machinery and management system selection process. Don’t surprise them with new systems or technology. This point speaks for itself. Engineers are key to your machinery running smoothly. The best outcomes result from early input from engineers—motivating them to optimize machine efficiency.
Commercial Laundry: Edward Arzouian, Bates Troy Inc., Binghamton, N.Y.
In our case, team members have no choice but to use our linen management software and system. Let’s keep in mind it’s 2025. The linen management software is how our healthcare clients review and place their orders. It is how our production team fulfills orders and how the shipping staff and drivers get orders out the door and onto trucks.
We use hand scanners and bar codes linked to our scales to log weights coming and going out of the plant. Occasionally a scanner will fail, and it is a tedious process to enter cart weights by hand on a sheet and then later enter the data manually on a computer.
With hundreds of linen carts coming and going every day, the linen software is essential to our operation.
Sales staff, production and plant managers all have usernames and access to the system that is web-based in the cloud and can be accessed remotely.
Much of the time, reports from the linen management software are being reviewed on a large screen in our conference room.
The linen management software allows queries to be made for all types of information whether based on individual clients, all clients, time frame, etc.
With artificial intelligence (AI) becoming more prevalent, readily available, and more user-friendly, data generated by linen management software will become even more important and probably useful.
From what I’m told, at a recent healthcare conference, there was a demonstration that showed how searches or queries on linen sales and inventories will be as easy as verbally asking a question into a microphone on a computer. I’m somewhat skeptical for now, but one thing is certain: without having the raw data, the numbers available somewhere in digital form, none of it will work. Even there, I’m told that AI would be able to scan and enter the data on its own. Again, skeptical, but we’ll see.
Once the real power of AI kicks in, if what we are being told is correct, predictive data should be available. “Alexa, what’s the number of washcloths I should order next month to meet our new expected sales?”
So, all your team members should be buying into these linen management software applications and systems now. Management will have to get a handle on it, too.
Healthcare Laundry: Joseph E. Samuel, JVK Operations Ltd., Amityville, N.Y.
About five years ago, I launched a startup to develop Pegasus, a new linen management software tailored specifically for my employer, JVK Operations. The goal was to address the urgent need to modernize JVK’s software.
The legacy system had been in place for over 10 years. It was outdated and could not meet the current demands of the business. During my market research, I concluded that upgrading to existing vendor solutions would be prohibitively expensive, which led me to develop Pegasus as a cost-effective and customized alternative.
Securing team member buy-in was crucial for the system’s successful integration, adoption, and long-term impact.
To gain this buy-in, I knew it was essential to clearly articulate to all necessary employees why Pegasus was a vital upgrade. I focused on the inefficiencies, errors and delays caused by the outdated legacy system—problems that Pegasus was designed to resolve. I presented Pegasus as a tool that would streamline workflows, enhance accuracy and improve overall efficiency.
When employees understood the need for change and how the new system would positively impact our operations and their day-to-day work, they were more likely to embrace it. Ensuring that the employees understood how the new software would ease certain burdens of their jobs was crucial to its success.
I collaborated closely with our team and agreed that a phased rollout would be essential to easing the transition. We began with a pilot program for one batch of customers, testing the software in a controlled environment. I established measurable success metrics—such as reduced error rates or faster processing times—to demonstrate the system’s effectiveness. We also used feedback from the pilot phase to make necessary adjustments before expanding to other customers.
This methodical approach minimized disruption and built confidence among the team in the new system. It also allowed us to identify bugs and glitches when operating in a controlled environment.
I designed Pegasus to operate from a web browser, ensuring that it integrated seamlessly with our existing hardware. Adapting workflows to align with Pegasus’ features helped create a smoother transition, reducing resistance from employees who were accustomed to the legacy system. We reworked workflows with input from employees, empowering them to mold the software to increase efficiency.
Employee engagement played a crucial role in the success of the project. I involved key team members early in the development and testing phases, fostering a sense of ownership and familiarity with the software. I also provided comprehensive, role-specific training to ensure that all users were equipped to operate Pegasus effectively.
To support employees further, we had company group text messaging and ensured 24/7 developer support during the transition. We also developed the software to be bilingual, allowing users to select their preferred language during account creation.
Before deployment, we rigorously tested Pegasus to ensure its reliability and minimize any unforeseen challenges. I strategically issued high-demand scenarios to validate the system’s performance under peak loads. This testing covered end-to-end workflows and confirmed the software’s functionality.
I also implemented contingency plans for potential downtime during deployment, which helped build trust and ensured business continuity. Employees recommended running the legacy system and Pegasus side by side during the initial phase to ensure the stress tests were successful.
The gradual deployment of the system allowed for incremental adjustments, reducing the risk of widespread disruptions. I monitored key performance indicators (KPIs) to track the software’s success, celebrating milestones to keep morale high. I also made it a point to regularly collect feedback from employees after deployment to identify areas for improvement and demonstrate my commitment to ongoing collaboration. We ensured that the employees felt heard throughout the implementation process.
By addressing the need for modernization, preparing effectively, and engaging employees, I successfully replaced the legacy system with Pegasus. This strategic approach not only ensured that the software was adopted but also embraced, driving long-term operational success.
Check back tomorrow for insights from experts in textiles, consulting services, hospitality laundry, chemicals supply and uniforms/workwear manufacturing.
Have a question or comment? E-mail our editor Matt Poe at [email protected].
