CLAREMORE, Okla. — By the time you read this, our plants are preparing to onboard new graduates pursuing a career that landed them in the laundry business.
They’re possibly part of a formalized management training program at one of our larger multi-location companies or as a supervisor or other management-level worker at one of our many smaller operators.
Regardless, they’ve come into a world that may be scary at first, foreign to many, and will leave many wondering, “What did I do to deserve this?” After all, the long hours, the work with soiled linens and clothing, and the oft-required weekend work is not what most college graduates have in mind—at least that’s not the picture that had been painted for them when they earned that degree.
As a manager, leader, tutor or mentor to one of these new professionals, it’s crucial to guide them to learn the foundational concepts and topics that will aid them in being successful.
If you are one of the new ones in our industry, I say welcome—you’ve joined a fantastic group of people who are interested in your success. You’re in a world of unlimited potential, but getting the right foundation built will be your first course of business.
Often, new employees and leaders are brought in with years of experience in other industries. That was my case—an engineering degree and 14 years of experience in the sporting goods manufacturing business. I found it vital to check your ego at the door of the laundry industry. It’s easy to think that everything from your old world applies and you already know it all. Start back with the basics.
Learn the terminology. During my 30 years, I only saw one “glossary” of laundry terms, and it was a skinny one. If you hear a term you don’t know, ask what it is; don’t be shy. Get the words right and use them often.
Learn wash chemistry. Learn about things like “laundry sour.” Learn about surfactants, detergents and bleach (and why we should not mix bleach and sour).
Spend time with the representative from your washing supplier. Stay strapped to their hip, see what they do, ask questions. Learn how formulas are developed and what happens when changes are made. Learn how to identify problems and how to make the right corrections.
Learn units of measurement. Learn what “cwt” is and why we use that unit. I’ve been amazed how many people don’t understand or know basic measurement abbreviations and terms.
Spend time with your boiler chemistry rep. Learn why we need that water treatment for the boiler, why it’s important and what happens when it isn’t managed properly.
Learn all about the water softening process and why it is vitally important to the operation.
Spend time with your maintenance team. Learn what they do, why they do it and how it affects the reliability of your operation. Learn about uptime and downtime, as well as scheduled and proactive vs. unscheduled and reactive practices.
Connect with your human resources (HR) team leaders and managers to learn more about the “people” side of the business. It’s easy to get pulled into the mechanics of the business, but without great people skills, it’s all for naught. A great HR manager or leader will cherish a teamwork relationship with the plant ops leaders.
The bottom line: All too often, new people are brought in for a job with the expectation that “they’ll pick it up as they go along.” That’s just not the case. We must have a formal method of teaching, training, and developing new people to get them on the road to success and to prevent disenchantment that will inevitably result in them leaving, perhaps even to a different industry.
Spend time with them, drill them on the learning, and set them on a path to success. We all win that way.
Have a question or comment? E-mail our editor Matt Poe at [email protected].
