CHICAGO — One can define process engineering as designing, optimizing and managing industrial processes to operate efficiently, safely and economically.
There are benefits to documenting these processes. It provides a consistent, repeatable method of operation that can be accessed at any time and taught to new employees.
For industrial laundries, where repeatable, teachable outcomes are vital, process engineering documentation can keep an operation working efficiently with consistent quality for its customers.
WHAT TO DOCUMENT
Every process in a laundry can and should be documented, but those that touch safety, quality, productivity (throughput), and customer satisfaction deliver the greatest return and should be prioritized, according to David Bernstein, founder of Propeller Solutions Group in Livingston, Texas.
“From my perspective, safety is always the priority,” he says. “Documentation and procedures must be kept up to date and must be available where the work is done, not just tucked away in a binder in someone’s office. As an example, put machine-specific lockout/tagout (LOTO) procedures at each individual machine so that it is accessible at the point of use.
“The same principle applies to production. Proper loading weights, adherence to wash and dry formulas, and correct use of chemicals all require documentation if they are to be performed consistently. Too often, these steps are skipped or improvised by line staff simply because they aren’t clearly written down or reinforced.”
Bernstein goes on to say that production standards and quality expectations are another area where specificity is critical. Each product requires its own documented production standard, particularly in the finishing department.
“When it comes to quality, printed documentation and department-specific visual aids are invaluable because they show the level of quality that is acceptable (and unacceptable) to customers,” he says. “Clear production standards, visual aids, and well-maintained documentation remove ambiguity, support training, and ensure that employees can make consistent decisions on the floor.”
For David Griggs, general manager for Superior Linen Service’s healthcare division based in Oklahoma, the answer to what should be documented is “anything that costs you money.” Any process that can shut a facility down.
“The startup process of your essential equipment should be written and posted,” he says. “Anyone in your facility should be able to turn on your air compressor, boiler and wastewater system in a pinch based on your written documentation. Steam and air pressures. Speeds of all ironers and vacuum motors should be documented so that you can identify issues that may occur.”
The documentation tracking your facility processes can be kept on a computer.
“If you have a computerized maintenance management system (CMMS), this is a perfect location,” he says. “However, documentation for equipment startup or checks should be placed on or around the equipment. If your maintenance tech is missing, the employee who is helping in a pinch probably won’t have access to your CMMS system.”
“Accessibility is key, but it also needs to be layered so that every team member can reach the information when and where they need it,” Bernstein says. “Documentation should never sit in a binder on a shelf. The most effective systems use digital platforms where SOPs (standard operating procedures), standards and workflows can be indexed, searched and updated quickly.
“At the same time, we know line staff often don’t have direct access to those systems, so that’s where laminated production standards, visual aids, and LOTO procedures posted at workstations make a difference. QR codes (now familiar to everyone since COVID) can link employees to the most current procedures, and digital kiosks (often located in break rooms and cafeterias) can serve the same purpose.
“Some companies also use digital apps to drive employee engagement, and these same apps can be an effective way to deliver process and procedure documentation directly to employees’ own phones and tablets, ensuring that the most up-to-date information is always available to them.
“At the end of the day, the best system is the one that your employees can consistently access and will actually use.”
Click HERE to read part 1, where two laundry experts share their definitions of process engineering. Check back Thursday for the conclusion about the timing of process rechecks and revisions.
Have a question or comment? E-mail our editor Matt Poe at [email protected].
