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This Grand Rapids, Mich., operation combines technology with common sense to improve plant efficiency, customer accountability By William Hoyt Textile Rental Services Association 
Roger Gort has worked for Model Coverall for 24 years, 16 as plant manager. How does he like it? "I have the best job, and the best boss, in the world," Gort says. Walking through the plant, it's easy to see that there's pride infused throughout. Jerry Subar is the president of this family owned business, and the next generation represented by his son, Jon, is poised to carry on the success that Model has enjoyed since it was founded in l924 by Jeny's father, Max.
Model Coverall is an industrial plant that processes uniforms, shop towels and floor mats. It produces close to 100,000 lb. per week out of the Grand Rapids, Mich., plant. Model's trucks cover 10 routes in the Grand Rapids area and four routes each from depots in Lansing, Mich., and South Bend, Ind. Jerry Subar has always made the effort to learn about—and implement—technology and common sense into his business. Seemingly small details, such as referring to towels as towels and not as rags, is an example of this philosophy. Or it could be larger issues, such as applications of continuous-batch washing of floor mats and uniforms. Subar has never been fearful of new technology and putting it to work in his plant. Model was one of the first industrial plants in the U.S. to use a continuous batch washer for mats and uniforms. It has an eight-module, two-drain continuous batch washer that pushes through 70,000 lb. of floor mats and colored uniforms per week. The other 30,000 lb. is processed in one of Model's conventional machines, which include two 45 lb. washer/extractor, an 800-lb. pound washer and three smaller specialty machines. Model also has two 400-lb. dryers and extractors handle shop towels washed in the 800-lb. machine. From wish list to reality When the time came to consider installing a new sorting system, the folks at Model had a long wish list of what they hoped a new system would be able to accomplish. Foremost on the list was a system that would integrate well with barcoded merchandise. Also on the list was a system that delivered speed and accuracy. Return-on-investment questions needed to be addressed, of course, along with effects on overall workflow through the plant. The system Model finally decided on had only one other installation. The other installation was in a much smaller plant and only operated for a portion of the production day. To an extent, Model's new system was the first of its kind. It was redesigned to fit the available space, as well as to accommodate Model's high volume and integrate with the company's barcode/route accounting software. The newness of the manufacturer's system made for a difficult installation and a lengthy "debugging." The result, say the Subars, was well worth the effort. The old sorting system caused a lot of carpal tunnel syndrome injuries with employees and raised a lot of issues related to accountability to customers. The new system accepts downloads from the route accounting software and uploads the items that have been scanned. Making adjustments makes for automation Model had to pay particular attention to proper placement of the garment labels to get correct scans. Another adjustment that needed to be made was carefully positioning the exact angle of the first drop coming into the system to minimize double hanging. Jon Subar readily admits that Model needed to be better prepared with the labeling during the installation's early stages. The manufacturer was on site for adjustments for as long as Model needed the help. The two-zone system accomplishes the sorting by batching the barcoded garments. There are 16 rails on the first sort and an additional 40 rails on the second-person sort. There also is a separate rail for no-reads and exceptions. Since the system has integrated up to expectations, the exceptions and no-reads have decreased dramatically. And how has Model's wish list stacked up against reality? Everyone involved claims to be happy with the results. An outdated system was replaced. Model has been able to reduce labor in the sorting area from nine full-time employees to four. The quality of reporting has enhanced Model's accountability to its customer base, and the system has needed little maintenance. There have been unanticipated benefits for Model, too. The speed of the sorting has moved production a day ahead of schedule. It has helped make it easier for service people to find "specials," and the efficient handling of transfers and other exceptions has tremendously enhanced credibility with the customer. Fixing one problem boosts overall productivity The speed of the sorting created an unanticipated problem—but a good problem to have nonetheless. The production levels of the steam tunnel were not able to keep pace with the next steps in the production process. Model was able to overcome that and improve productivity even more when it installed a steam tunnel designed to keep pace with the washroom and sorting. Model also plans to install an extended overhead storage system for finished garments. When Jon Subar was asked what's next, he pondered a bit before sharing his plans to further enhance software capabilities that are now available as a result of the new system. Jerry Subar talked about the greater efficiency of the operation as a whole, and the ability for Model to make better use of all its available assets. Roger Gort likes the streamlined production process and, he reiterates, working for "the best boss in the world." William Hoyt is TRSA's manager of production operations. Reprinted with permission by Textile Rental Services Association |
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