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Central Laundries have Failed from One End of the Country to the Other

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Central Laundries have Failed from One End of the Country to the Other

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    1. “Central Laundries have Failed from One End of the Country to the Other!” PENINSULA HOSPITAL SERVICES, INC. has Thrived! “The Best of the Past, the Essence of Today, the Wave of the Future”

    2. COMMON ERRORS & MAJOR PROBLEMS FEASIBILITY STUDY Unrealistic projections. Concentration on the physical plant. ORGANIZATION Unequal representation on Board. Lack of Board continuity. No upper level management participation.

    3. COMMON ERRORS & MAJOR PROBLEMS (cont’d) MANAGEMENT Lack of education. No Multi-Hospital experience. No systems orientation. LAUNDRY DESIGN Unreliable equipment. Too much automation. Engineering errors. Logistics ignored. Building Over-Design & too much investment.

    4. COMMON ERRORS & MAJOR PROBLEMS (cont’d) LINEN SERVICE SYSTEMS Too simplistic. Based on Quotas/Par levels. Soil received does not equal clean delivered. Hospitals not made accountable. Inadequate inventories (NOG - COG). Fractionated service; “Service Ends At Dock” Do not account for, or charge for, linen which is used or consumed.

    5. COMMON ERRORS & MAJOR PROBLEMS (cont’d) A “Quota/Par System” requires the Laundry to send 20% to 30% more linen per day to each use area! This is more than the use area will consume on an Average Day. The fact that the Laundry will be required to deliver more linen than they receive will make Laundry Operation very difficult! The “Quota/Par System” does not provide facilities with the necessary data to correct misuse because it does not pinpoint that misuse to a particular use area.

    6. COMMON ERRORS & MAJOR PROBLEMS (cont’d) When the difference between linen delivered & linen received from each facility is calculated, that difference can be so large that the typical facility will be unable to bear the Linen Replacement (Inventory Adjustment) Cost burden!

    7. UNIVERSAL PROBLEMS No long-term capital commitment. Over-simplify management task. Inadequate management information. Limited maintenance/housekeeping commitment. Cost per Pound mentality. Most linen systems are not CONTROL SYSTEMS, but are SUPPLY SYSTEMS! “More is Better” Mentality

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