Tingue Topics
Volume 2, Number 1

Articles

Continuous Batch Washing Systems (CBWS)

The following is an excerpt from the fourth edition of Maintenance and Care of Your Machinery published by Talley Machinery Corp.)

CBWS are usually custom designed and generally carry the major part of the laundry facility's load. The Laundry Manager should make a point that designated Maintenance personnel are thoroughly trained by the manufacturer's technical representatives in all phases of Preventive Maintenance (PM), and be sure that they set up a program for daily, weekly, monthly, etc. maintenance checks. This program can be tailored more closely to the facility's needs as the pattern of CBWS usage emerges.
There are numerous manufacturers of CBWS, both foreign and domestic, and the integral components of some CBWS do not all come from the same factory and, in some cases, not even the same manufacturer. Strict attention should be paid that all information and components be gathered, read by all pertinent personnel, and filed before the installation is complete. This will allow for all questions to be answered by the experts while they are on the site.
The following PM tips are general, and many of them should be applied to all types of machinery:

(1) Keep your machinery as clean as the day you received it. (Contrary to popular belief, your machine will not operate more efficiently if it is covered with grease, lint, and chemicals.)

(2) Set up a periodic PM system and follow it religiously. Proper lubrication and cleaning add years of life to any machine.

(3) Check drive systems periodically for proper alignment and wear on sheaves and/or sprockets, belts and/or chains, guide rollers, drive wheels, bearings, gear boxes, and all other drive components. The drive motors are not out in the open in most cases, so you must take the extra effort to clean and lubricate them. If something moves, it wears. Check it!

(4) CBWS have weirs that remove lint before the water is pumped into another section of the washer. These must be checked daily. This will not only prevent redeposition of the lint, but will also extend pump life.

(5) CBWS that are designed to flush out chemical lines with fresh water must be checked regularly to make certain that these are operating. Where chlorine bleach is used, this is most important because severe damage can occur if these flushes do not operate.

(6) CBWS with center cores must be disinfected daily. This is accomplished by steam at the "Disinfect" or "Steam" switch on the control panel. This will wash out any residue from chemical injections and prevent build-up. The entire center core and its bearings should be checked at least once a year for wear and general condition. This will ensure most center cores a life as long as that of the entire machine.

(7) Make sure that all electrical enclosures are exactly that ... closed! After any maintenance, be sure that the cabinet is closed and that all seals are intact and properly sealed. All entry points into an enclosure must remain sealed. Ambient moisture, lint, and dirt of any kind will deteriorate the components and the interfacing system that keeps CBWS operable. Most important: open electrical systems are extremely hazardous when power is turned on!
The Continuous Batch Washing System is a number of fairly simple machines interfaced to form a system. The system's efficiency and productivity depend on your knowledge of, and care of, its components. As with any machinery, the more familiar you become with it, the easier it is to keep it operating efficiently.

(The fourth edition of Talley's popular maintenance manual is available free by calling (800) 222-9954. Talley Machinery Corp. is headquartered in Greensboro, North Carolina.)

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Profile... 

James R. Stine joined Tingue, Brown & Company on Valentine's Day of 1990. Since then, Jim has made impressive tracks in Upstate New York, Vermont, western Massachusetts, and Montreal.

Jim carries a wealth of experience in the laundry business, having previously been an Eastern Division Sales Representative with a chemical manufacturer. He understands the important link between the washroom and the flatwork finishing area and his advice to this regard has served his customers well. In recognition of his service the Fingerlakes Chapter of NAILM named Jim their Allied Tradesmen of the Year in 1991.

Jim has lectured on ironers at Milliken & Co. seminars and he has shared responsibility for redesigning and teaching the Preventive Maintenance Program for Part I of the American Laundry and Linen College.

Jim graduated from the State University of New York at Cortland with a degree in Physical Education. After college, Jim spent twelve years as the Director of Physical Education at the YMCA in Albany, New York before entering the laundry business. Today, when Jim is not mending a flatwork ironer, he can be found playing the role of Assistant Scout Master for Troup #2 in Glens Falls, New York or officiating on a wrestling mat. Jim himself is an accomplished Greco-Roman wrestler, having attained a ranking amongst the Top 5 in the U.S. during the 1982 National Championships. In other athletic pursuits, Jim was a second alternate for the 1978 U.S. World Championship Bobsled Team and even today Jim can still be found in the midst of a rugby scrum.

Jim and his wife, Jane, live in Queensbury, New York with their two children, Daniel, 14, and Katherine, 7.
 
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Ask Tingue, Brown About...

Ironer Roll Speed
"Slow it down!" consults Paul Roche, a District Sales Manager for Tingue, Brown based in the Chicago area. Far too many people, explains Paul, run their ironers at 80, 100, even 150 feet per minute, thinking that this alone will increase production. Paul notes that an ironer can only produce what its employees can feed. Roche suggests solving the production quota problem by working it backwards. First determine how many napkins, sheets, etc. one needs per hour. Then, given the size of the flatwork being processed, figure the appropriate speed of the ironer. For example, if one needs 1,000 napkins per hour and the napkins are 18 inches square (1.5 feet), then 1,500 feet of napkins are required each hour. This translates to an ironer speed of just 25 feet per minute.

The key, says Roche, is to feed linen "butt to butt." The ironer will see the flatwork as one continuous piece of linen and the lead edges will look "beautiful." Also, with a "butt to butt" production standard feeders will easily recognize when they are feeding too slowly: any time they can see the feed ribbons!
Working at lower speeds gives linen more time in the ironer which means better drying. Savings will be realized from less conditioning time in the tumblers. Lower speeds will also help your ironer covers to last longer since they are being "protected" from the ironer chest by the linen itself. The overall better quality product at lower costs will create a better image for the laundry, demand a higher price on the market, and add more profits to the organization!

Percentages
All too often, says Jim Stine (see Profile...) we become involved with the absolute costs of our areas of responsibility, but we forget the interlocking relationships of how lowering costs in some places increases costs in others. The use of percentages of revenue is an important tool in determining overall cost savings.

The greatest example of this is shown when time savings are sought in our wash formulas. If we take two minutes out of a 10 minute bleach operation, we may see a total savings of 20 minutes per washwheel per day. The problem is that while we would probably realize about a 4% time savings on each formula, with a loss of 20% of bleaching time, we increase our stain rejects beyond an acceptable level.

With linen replacement costs typically running at 12-15% of revenue and labor at 28-40% compared to chemical costs of 2.5-3%, the effects of all these percentages must be carefully considered. 

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Tingue, Brown's New Headquarters!

Tingue, Brown's home offices have recently moved to a new location in Saddle Brook, New Jersey. The new space offers 33 percent more floor area which will help the firm's operating efficiency by improving work flow patterns among the office, manufacturing, warehousing, and shipping departments. There are also facilities for training and meetings.

The new address is: Tingue, Brown & Co., 535 N. Midland Ave., Saddle Brook, New Jersey 07662-5591. The phone number is (201) 796-4490.

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The Corner Collection of Quarterly Quotables

The following can be found in the halls of Milliken & Co.'s Roger Milliken Research and Customer Center in Spartanburg, South Carolina:

"There's no limit to what can be accomplished if it doesn't matter who gets the credit."

"There is nothing so inefficient as making more efficient that which should not be done at all."
Peter Drucker

"A desk is a dangerous place from which to watch the world."
John Le Carre

Send your favorite "Quotable" to: Tingue, Brown & Co., 7333 W. Harrison Street, Forest Park, Illinois, 60130, Attn: David Tingue
 
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