- Created on Wednesday, 03 May 2006 01:47
- Written by Ken Tyler
As analysis, consultants and various levels of internal management continue to complicate and re-engineer laundry operational cost scenarios, it is apparent that laundry and facility managers require a revised cost benchmarking rule of thumb that will assist them in marketing their operations.
For example, justification for new systems, new product reviews, a new facility, obtaining new customers and probably the most important, comparing variable cost which should reflect decisions to continue in house operations or to examine the parables of outsourcing management, operations, linen rental and transportation. It is quite apparent that large laundry and linen rental consortiums that deal specifically with healthcare and hospitality markets are becoming more competitive as business trends escalate.
A review of numerous healthcare and hospitality laundry facilities located world wide with variable degrees of efficiency reveal the following benchmark costs that are deemed most efficient on the average, even though each and every facility demonstrates opportunities to reduce cost especially in labor sensitive areas. Most important were the plans to reduce labor and utility cost related to washing, drying, conveyance, flatwork feeding and finishing. These facilities also reported that major efforts were in the process to reduce textile replacement cost through standardization efforts and by examining best value over lowest cost for an item.
Other major components under review seem to drive at lowering chemical cost by conducting actual comparisons and focusing on the customer service element that is so critical to this facet of the operation. As mentioned in this report the cost to operate a laundry facility has dramatically increased due to many factors, primarily energy costs and fringe benefit costs.
Direct labor costs including fringe benefits that are applicable to the receipt, sorting, washing, drying, ironing, conveyance and preparing textiles for delivery within a laundry processing facility. .18-.20 cents per pound processed. Increased from 2003-2004.
Laundry, Linen Management, Secretarial, contracting administration, general foreman and non-production employees/housekeeping. .03-.05 cents per pound processed and delivered. No change from previous report.
Maintenance and Repair Cost:
Processing and ancillary support equipment, carts etc.: Labor cost and materials associated with routine maintenance of applicable systems: .04-.05 cents per pound of laundry processed and delivered. No change from previous report. This could over the long term cause major difficulties as this key ingredient continues to receive less attention than may be required.
Depreciation of Equipment:
Equipment value divided by 15 years: .04-.06 per pound processed. Increased as a result of recent capital investments in 2005.
Depreciation of Property and applicable property taxes:
Land and Building aggregate cost plus annual taxes divided by 75 years: .03-.05 cents per pound processed and delivered. Increased as a result of tax increases.
General Supply Cost:
Leasing of office equipment, office supplies, covers, pads, hangers, thread, wax, patches, buttons etc. .005 .01 cents per pound processed. No change.
Chemical Supply Cost:
Laundry chemicals, water treatment etc. .015-.025 cents per pound processed. Minimal increase from last report.
Electrical, Steam, Gas, Water, Oil, Sewage, Refuse Removal, Solar: .06-.09 cents per pound processed.
Significant Increase as a result of fuel costs, up 20%.
Production Cost for a most efficient operation should be:
.40-.55.5 cents per pound processed and delivered. Facilities in the northern states had significantly higher labor cost and utility cost than the remainder of the country.
This represents a 15% increase over the 2003-2004 findings.
Textile Distribution and Return Cost:
Drivers, fees, tolls, lease cost, fuel, vehicle Maintenance and Repair Cost:
.06-.08 cents per pound processed and delivered
Linen Room Distribution labor and benefits, Seamstress, Uniform distribution, cart replacement.
.04-.05 cents per pound processed.
Surgical, uniforms, general linen, drapes, all other textiles based on a PAR maintenance value of 7:
.11-.14 per pound processed.
Textile Distribution and Textile Replacement Recurring Cost:
.21 - .27 cents per pound processed
Over-all Operational cost bench mark range:
.61- .82.5 cents per pound processed.
Variance (.21.5 cents) continues to be at a larger margin than previous reports indicate.
While the over-all variance in cost ranges is certainly wide spread and a significant increase over previous reports has occurred based on rising fuel cost, insurance premiums and health care benefit costs, the manager must carefully and accurately calculate all cost associated with an operation.
One major failure on the part of management is the inability to calculate fringe benefit cost and include this cost as part of the final outcome. Just calculating production cost and forgetting other cost simply will raise additional questions by those in the know. For example all depicted cost in this benchmark exercise are considered equally important, one without the other simply paints an inaccurate picture.
Now more than ever the ability to purchase equipment, chemicals and textiles that can reduce laundry operational cost becomes essential. It is projected that unless major revolutions occur, especially reductions in energy costs, that the cost per pound to produce and deliver textiles to customers could reach the $1.00 per lb. threshold by the year 2015.
Quick Rinse - News From Around The World
Ecolab Acquires Dober Chemical’S Textile Care Business
ST. PAUL, Minn. — Ecolab Inc. a leader in cleaning, sanitizing, food safety and infection prevention products and services announced it has purchased the commercial laundry division of Dober Chemical Corporation. The acquisition includes Dober’s laundry chemical and waste water treatment and Ultrax dispensing businesses as well as an exclusive partnership to market and provide key components of its Spindle monitoring software.
“Dober is respected throughout the industry for its innovative monitoring technology, product chemistry and commitment to service – qualities that complement our own strengths at Ecolab,” said Brian Henke, vice president and general manager, Ecolab Textile Care North America. “As we expand our North American commercial laundry business, innovation and service excellence will continue to be our top priority as we partner with our customers to deliver unsurpassed value to run their operations more efficiently, sustainably and cost effectively.”
“Ecolab and Dober share the same customercentric approach to service and innovative technology,” said John Dobrez, president Dober Chemical Corp. “This is an exciting development because it builds on the strengths of both companies to move the industry forward.”
Through this agreement, Spindle Technologies,a division of Dober, is forming a strategic alliance with Ecolab Textile Care in an exclusive licensing agreement for its ChemWatch Software technology and the OPTRAX Utility Module.
“There will be no movement of people as they currently all operate remotely,” said Henke. “The Dober leadership team is very skilled and respected in the industry. We plan to have them as part of the team moving forward. During the transition, both businesses will operate as usual and we do not expect there to be any changes in the service the customers are used to receiving.”