Laundry
Laundry
Laundry has the fewest individual activities of all departments. By measuring the volume of laundry then focussing on improving a few main processes, services can be improved and costs reduced.
Case Study #35
Frank is the Environmental Services manager at a 120 suite retirement community with a Personal Care Unit of 40 Suites. After observing and measuring the work, Frank was able to reduce the workload, improve the condition of clothes and linens, improve the flow of laundry to residents and Care Attendants, and reduce labor cost by 50%.
The first step taken was to measure the total number of pounds of laundry received in the department by time of day and day of the week. Frank determined there were approximately 400 pounds of laundry Monday through Friday and only 250 pounds on each weekend day.
There were four main areas improved.
The number of trips to the floors was reduced from 12 to three by asking the Care Aides and housekeepers to deposit their laundry on their way to break and by scheduling par levels and stocking times in two central clean laundry rooms on the Personal Care Unit.
The number of loads was reduced from 10 to seven. By starting the shift later in the day they were able to wash full loads all day rather than partial loads. This saved not only time, but also electricity, water and wear and tear on the clothes.
Folding laundry typically requires more than 40% of a laundry department's time. The folding tables were raised by 8 inches and the room was reorganized so the flow of laundry from the dryers to the folding tables and then to the storage shelves and hanging racks was simplified. This saved one hour per day.
Training and follow up to help the laundry aid adjust to all of these changes took more than 4 weeks. However, today the department operates with 4 hours instead of eight and the resident clothes and linens are available to residents and staff when they need them and in better condition than ever before.
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