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MARCHAPRIL 2016 3 CONTENTS COVER FOCUS 11 People Product Presentation Quality Defines Your Business FEATURES 8 Importance of PR 10 DLI Members Facing Employee Issues and Bogged Down by Paperwork 15 Three Tips for Better Efficiency 18 NFPA Publishes Updated Fire Code 20 Pants Poster 22 Low-Hanging Fruit Part 5 Compressed Air Piping DEPARTMENTS 5 Moment with Mary 6 Whats Happening 9 Calendar of Events TECHNICAL BULLETINS 24 Elie Tahari Shirt Not in Vogue - No. 116 25 Human Resources Management Checklist Management Matters - No. 29 29 Evaluating Employee Performance TManagement Matters - No. 30 33 Yarn and Seam Slippage Fabrics Fashions - No. 562 35 Loss of Mirror Effect on Trim TABS - No. 463 English Spanish 37 Fusible Interfacings Come Apart TABS - No. 464 English Spanish 10 11 Vol. 48 Issue No. 2 20 18 37 ON THE COVER Ana Garcia with Puritan Cleaners irons out a few wrinkles in the Richmond Virginia area. 4 FABRICARE BOARD OF DIRECTORS DLI DISTRICT COMMITTEE MEMBERS Kathy Benzinger District One DCM Benzingers Dry Cleaning 716 649-6499 P.O. Box 761 Hamburg NY 14075 Richard Buddy Gritz CED District Two DCM Presto Valet of VA Inc. 703 998-6464 1623 Quaker Ln Alexandria VA 22302 Perry Bullard District Three DCM Fabric Care Center 803 632-3155 P.O. Box 549 Brunson SC 29911 Jeff Sitz District Four DCM City Cleaners 330 864-9722 1608 West Market St Akron OH 44313 Jess Culpepper CGCP District Six DCM Culpepper Cleaners Inc. 210 684-2231 5203 Callaghan Rd San Antonio TX 78228 Hilary Taylor District Seven DCM Continental Cleaners 801 359-4448 902 S 900 E Salt Lake City UT 84105 Bobby Patel District Eight DCM Kona Cleaners 949 646-5110 333 E 17th St Costa Mesa CA 92627 Award of Excellence Awardee STAFF Publisher Mary Scalco Director of Communications Harry A. Kimmel III Designer Kathy Guido Fabricare Vol. 48 No. 2 ISSN 1084-6778 is published bi-monthly by the Drycleaning Laundry Institute at 14700 Sweitzer Lane Laurel MD 20707. 301 622-1900. All rights reserved. 2016 Drycleaning Laundry Institute. Written permission is required to reprint articles from this publication. The subscription price for Fabricare and The Journal of Drycleaning Laundry Institute is 65 a year to DLI members only. Periodicals postage paid at Laurel MD and at additional mailing offices. POSTMASTER Send address changes to Fabricare 14700 Sweitzer Lane Laurel MD 20707 14700 Sweitzer Lane Laurel Maryland 20707 301 622-1900 Fax 240 295-4200 ADVERTISING INDEX Advertising Information For information on advertising in Fabricare or to receive a current media kit or rate card call 1-800-638-2627. My Shoe Hospital . . . . . . . . . . . . . . . . 2 IWA Insurance . . . . . . . . . . . . . . . . . . . 7 A.L. Wilson. . . . . . . . . . . . . . . . . . . . . . 9 TransFirst. . . . . . . . . . . . . . . . . . . . . . 15 EZ Products International. . . . . . . . . 17 Enviroforensics . . . . . . . . . . . . . . . . 40 Can you tell what went wrong with this garment Find the answer on pg. 24. What went wrong Greg Myers President Southside Cleaners 863 688-4747 901 South Florida Ave Lakeland FL 33803 Dave Beatty CPD President-Elect Murrysville Cleaners 724 327-6400 3945 Old William Penn Hwy Murrysville PA 15668 Michael Nesbit Treasurer MW Cleaners 281 320-9807 230 Spring Hill Dr Suite 325 Spring TX 77386 Allan P. Johnson III Chair Peerless Cleaners 361 887-0005 3434 South Staples St Corpus Christi TX 78411 John Dallas District One Director Fabricare House Cleaners 781 337-4495 32 Pond St Norwell MA 02061 Martin Young District Two Director Youngs Cleaners 704 786-3011 340 Church St Concord NC 28025 Leland Waite District Three Director Waites Cleaners 251 473-4984 P.O. Box 7187 Mobile AL 36670 Gary Maloney District Four Director Nu Yale Glacier Cleaners 812 285-7400 600 E. Hwy 62 Jeffersonville IN 47130 Dennis Schmitt District Five Director Lindemans Cleaners 920 435-5345 1231 S Monroe Avenue Green Bay WI 54301 Michael Nesbit District Six Director MW Cleaners 281 320-9807 230 Spring Hill Dr Suite 325 Spring TX 77386 Brad Ewing CED District Seven Director Nu Way Cleaners 970 336-8883 P.O. Box 336952 Greeley CO 80633 David Suber District Eight Director Perfect Cleaners 310 470-0330 10531 West Pico Blvd Los Angeles CA 90064 Mary Scalco CEO Corporate Secretary Drycleaning Laundry Institute 14700 Sweitzer Ln Laurel MD 20707 Joe Blaha Allied Trades GreenEarth Cleaning 303 810-3508 51 West 135th St Kansas City MO 64145 John Jordan Allied Trades Fabritec International 859 781-8200 8145 Holton Dr Suite 110 Florence KY 41042 W e all know the old adage but in this case I am happy to say we were very pleased with the input received from members on the survey. Thank you to everyone who took time to provide feedback on their DLI membership close to 10 of our membership responded to the survey. Now I dont mean to imply that all the responses were easy to hear but the constructive criticisms were far and few between. The story on page 10 breaks down what we learned from you. The majority of responses indicated hiring firing and motivating employees is head and shoulders. I must say as an individual responsible for overseeing the staff at DLI some days can be challenging. The other big request was for benchmarking informationyou want to know how your business compares to others in the industry. We will be reaching out to you again to get information on your operating costs so look for that in the near future and please take the time to complete the online survey. I cant promise it will be as short as our opinion survey but we will make it as painless as possible. Information whether online print or over the phone came up among the top reasons members invest in membership. Our challenge is to continually look to deliver the most relevant technically correct informa- tion in a variety of formats. Case in point is the new DLI App that provides easy to use stain removal proce- dures and the TABS bulletins the bulletin series ranked highest in the survey. Following on the positive response we introduced the new Garment Analysis App allowing members to access and get analysis reports on mobile phones and devices. Good thing too because the garment analysis laboratory is one of the most popular services we offer. We are looking at updating another the online Encyclopedia of Drycleaning our next most popular service among survey respondents. We update the Encyclopedias bulletin volumes with each new issue of Fabricare to keep it relevant and useful. We plan to redesign the user interface improve the search function and optimize access for tablet devices. While we may have closed the survey please do not hesitate to give us a call e-mail snail mail Facebook Tweet or even fax We really do value your input and were putting what you shared to use in improving our services for you. Frankly this is how we are doing our best to earn your continued support. Mary Scalco MARCHAPRIL 2016 5 Be Careful what you ask for MOMENT WITH MARY 6 FABRICARE New App Simplifies Streamlines and Speeds Up Garment Analysis Process DLIs Garment Analysis App enables you to skip the time and expense of sending garments to DLIs International Textile Garment Analysis Laboratory for analysis. Our experts examine photos you send with some basic information. With this informa- tion and imagery DLI experts can identify most garment problems. The app is free on Apples iOS App Store and Google Play Store but only usable by DLI Mem- bers with a current member ID number. There is a 24 fee per garment analysis using this method down from the 36 expense plus shipping to and from DLI associated with a physical analysis. You get the same report you are used to seeing from DLIs objective scientific and impartial third-party laboratory. Yelp Policy Change Alert In the SeptemberOctober 2015 issue of Fabricare we featured an article titled What Drycleaners Need to Know About Yelp. In the article we recommended that cleaners who want to build a better Yelp presence should ask customers for unbiased reviews. While in past years this was a safe practice it is no longer allowed by Yelp. Instead they recommend that you drive engagement by letting customers know to check you out on Yelp. You can find more information here tinyurl.comhlf22jp Thank you to Darcy Moen for bringing this to our attention.. 2016 DLI Board of Directors Nominees Announced Each year DLIs Board of Directors holds elections in two districts. District Director terms last four years. Members in Districts 7 8 will receive ballots with further instructions. At press time each candidate was running unopposed. If there has been a change ballots will have the most up-to- date information. HEATH BOLIN Sparkle Cleaners Tucson Arizona District 7 Arizona Nevada Alaska Idaho Colorado Utah Wyoming Montana Oregon Washington BOBBY PATEL Kona Cleaners Costa Mesa California District 8 California Hawaii DLI expresses gratitude to the two Directors who served in these positions for the past four years. They are District 7 Brad Ewing CED Nu Way Cleaners Greely Colorado District 8 David Suber Perfect Cleaners Los Angeles California WHAT S HAPPENING All DLI Members Meeting Annual Membership Meeting Friday July 15 at 400pm Where Warwarck Hotel Denver Colorado Youre Invited 8 FABRICARE FE ATURE PUBLIC RELATIONS WORK LIKE POSTING THINGS TO SOCIAL MEDIA OR HANGING SIGNS IN YOUR STORE HELPS YOUR ORGANIZATION GROW. Soft PR can be hard to measure but it does ultimately impact your bottom line. Here are some pointers from a graduate-level PR course on the impact PR can have in your organization PR ensures a replenishment of customers. Some customers may move die or quit using your services and newcomers to your area wont know you exist until you tell them youre there. New customers always need to be identified to keep the company healthy. PR builds credibility for your company. PRs soft message has an impact over time. People always assume the worst when bad PR runs the conversation. Speak up to defend yourself. When PR is bad the money stops flowing. When you score a media hit but dont mention your companys mission you gain nothing. Every PR hit is an opportunity to convey what you can do for customers. NASAs PR program captured the worlds imagination. PR put 12 American astronauts on the Moon. Think of that if you ever feel like you dont have time to deal with this powerful set of communications tools. SMART GOALS HELP YOU SUCCEED Setting goals can be a challenging part of running a company or campaign. What do you want to accomplish Here is a way to set SMART goals S Specific - Goals should be clearly defined. M Measurable - How will you know if you succeed or fail A Attainable - Are your goals realistic R Relevant - How do these goals fit your larger strate- gic plan T Time Bound - In what period of time do you expect to achieve your goal Making sure your goals meet the SMART standard can help you set specific measurable attainable relevant goals in a given timeframe. POST YOUR WAY TO BETTER SOCIAL MEDIA Getting impressions likes and shares on social media is all about the content your provide. The POST acronym can help you cultivate a better following by sharing things your audience wants to see P People - who do you want to engage O Objectives - what are you trying to achieve S Strategy - what does success look like and how does this fit with your other communications efforts T Technology - what tools will you usecan you use to send your message Importance of PRBy Harry A. Kimmel III Communications Director MARCHAPRIL 2016 9 FE ATURE APRIL 22-24 SOUTHWEST DRYCLEANERS ASSOCIATION Cleaners Showcase Ft. Worth Texas MAY 27-30 NORTH CAROLINA ASSOCIATION OF LAUNDERERS CLEANERS Annual Convention Wrightsville North Carolina JUNE 17-18 ONTARIO FABRICARE ASSOCIATION Annual Conference Port Credit Ontario 21 WISCONSIN FABRICARE INSTITUTE Fitzegerald Golf Classic Sumer Conference Mequon Wisconsin 22 WFI Summer Conference Trade Show and Auction Mequon Wisconsin 24-26 SOUTH EASTERN FABRICARE ASSOCIATION Southern Drycleaners Launderers Show Jacksonville Florida JULY 11-15 INTRODUCTION TO DRYCLEANING COURSE DLI 18-29 ADVANCED DRYCLEANING COURSE DLI AUGUST 22-26 CLEANING STAIN REMOVAL DLI 26-28 CALIFORNIA CLEANERS ASSOCIATION Fabricare Trade Show Long Beach California SEPTEMBER 23-25 PENNSYLVANIA DELAWARE CLEANERS ASSOCIATION Drycleaning Laundry Expo Atlantic City New Jersey OCTOBER 17-21 INTRODUCTION TO DRYCLEANING COURSE DLI 24-NOVEMBER 4 ADVANCED DRYCLEANING COURSE DLI C A L E N D A R O F E V E N T S DLI CLEANING STAIN REMOVAL COURSE AUGUST 22-26 Call 800-638-2627 for more information or click to Resident-Courses 10 FABRICARE DLI DEPARTMENT HEADS ARE INVESTIGATING AN AREA FOR DEVELOPMENT. In order to determine where to focus this January DLI asked members four simple questions. After sending the survey by e-mail three times responses were collected and tabulated. Member responses established clear indicators for each of the four questions. The survey was anonymous and responses were un- traceable by DLI staff unless members opted to include an e-mail address. Of those who supplied an e-mail ad- dress most were sent a thank you e-mail including bul- letins of topics they mentioned as problematic or worthy of further investigation. In the 109 years DLI has re- searched and produced bulletins on nearly every dryclean- ing-related topic. Staff were able to identify potentially helpful bulletins and share them with members based on their responses. PRIMARY PROBLEMS Question one asked members What is the most challenging part of your day when it comes to running your drycleaning operation 44 of responding members indicated employee matters as their top item of concern. Second and third were customer service and quality assurance issues com- bined to make up 22 of the responses. Please see our Management Matters Bulletins in this issue on creating a Human Resources Checklist pg. 25 and Evaluating Employee Performance pg. 29. As always please feel free to call 800-638-2627 or email for further assistance. BEST BET Question two asked What is the most useful thing DLI has done for you Calling DLI to speak to a technical expert ranked very highly in responses to this question but came in behind TABS problem garment profiles articles and other bulletins on the Encyclopedia of Drycleaning Online. DLIs International Textile Analysis Laboratory and School of Drycleaning Technology were rated just behind the online information available. After that was the DLI app with stain solutions and TABS library. TIME CONSUMING Question three inquired What business task takes up most of your time Members are bogged down in administration according to the responses. With 24 of the responses employee relations topped the chart while administration paper- work and business management came in just behind with 23 of the responses. Production and bookkeeping were tied at 13 of responses each indicating that members are struggling to get out of the office to do more work. Don Desrosiers touches on the idea of being stuck in the office while other work stagnates. Check out his item on pg. 15 of this issue for more information. FINDING TIME Question four asked If you had more time what would you learn about that might help your business Here responses from members were all over the chart. The majority of members stated industry benchmarks and production standards 13 as a major area of interest. Marketing 10 diversification 9 and employee rela- tions 8 were also very important. Social media is an- other area of high concern. DLI has produced several articles on this topic lately including the cover story of the JanuaryFebruary 2016 issue Inbound Marketing for Drycleaners. Inbound Marketing focuses on the use of social media to indirectly market to consumers being available to be found when they are seeking you for very little cost as opposed to running expensive ads with limited shelf lives. That issue is available on DLIs Encyclopedia of Drycleaning Online. FUTURE FORWARD DLI staff members are working to provide the best advantage to your membership. Identifying areas of concern is a major part of determining the area of focus for DLIs next new membership benefit. Thanks to all members who participated and shared their thoughts on how DLI can be of more help as we move forward. DLI Members Facing Employee Issues and Bogged Down by Paperwork By Harry A. Kimmel III Communications Director FE ATURE MARCHAPRIL 2016 11 OPERATORS AGREE THAT QUALITY IS A CRITICAL ASPECT OF THE SERVICES THEY PROVIDE. Customers rely on drycleaners to return their garments to like-new condition and the garments they want cleaned are typically of high enough quality themselves to warrant professional gar- ment-care services. But quality is a fuzzy metric. Historically drycleaners have defined it in the broadest terms using descriptors such as spotless garments delivered on-time. Often they cite specific markers of quality garment care such as the perfect roll of a lapel or a wrinkle-free finish with no shine. The Drycleaning Laundry Institute DLI went a step further in defining quality starting in 2005 with the Award of Excellence AOE program. The program measures dozens of product and service points before rewarding operations with AOE certification retesting operators People Product Presentation Quality Defines Your Business By Ian P. Murphy COVER FOCUS Miriam Bedoya pulls stains out of a garment at Puritan Cleaners in the Richmond Virginia area. annually to see that they have maintained the same high levels of quality. Quality is for us the utmost goal said Gary McPher- son president and owner of McPherson Cleaners in Whitsett North Carolina an AOE-certified operation. We have been in business for 64 years and my father instilled in us the fact that quality is the starting and ending point for a high-end cleaner. DIFFERENCES IN DEFINITION Even among AOE operations there are different ways to define deliver and guarantee quality. Lisa Sebastian president and owner of Ridge Cleaners in Avon Lake Ohio bases her definition mainly on the product Ex- cellence in garment maintenance and restoration and consistency in timeli- ness stain removal and finishing that ex- ceeds customer ex- pectations she said. Following DLIs training and guide- lines is a great start toward producing clean fresh gar- ments said Nicole Basseri owner of Steamer Cleaners in Sherman Oaks Cali- fornia but she added delivering a pleasant welcoming and efficient experience to customers is equally impor- tant. Combining DLIs guidelines and unique requests makes for a perfect finished product she said. Our goal is to please the client said Wendy Kia operator of Marie Louise Fine Garment Cleaners in Honolulu Hawaii. If the client is pleased and aware that we have done the best possible cleaning for them thats quality. Puritan Cleaners in Richmond Virginia adds employ- ees to the recipe focusing on results with its recently- installed Q3P Quality through People Product and Presentation initiative. We define quality as satisfied employees and repeat customers said Norman Way director of operations. Quality includes so much more than finishing. Its the people the community involvement and the experience customers have in dealing with Puritan. FOUNDED UPON QUALITY Each of the operations has focused on quality from the start no matter how long ago that was. Before even open- ing our doors we had a vision to offer the best high-end service as our foundation Basseri said of the 30-year-old Steamer Cleaners. We first focused on quality on Day One 64 years ago McPherson said. I wasnt around yet but that was just the way you did business back then. Now you can discount and cut corners. Maybe quality doesnt mean as much as it used to but thats not the way we do things. With quality at their core each of the operations makes assessments of its quality using AOE measurements and independent initiatives. We consistently evaluate our sys- tems and training procedures Sebastian said. We are passionate about offering the highest quality to our cus- tomers because thats why we open our doors each day. Puritan launched its Q3P program in 2014. Weve al- ways been mindful of quality but we made it into a mantra about 18 months ago Way said. We inspect what we expect and we do that through internal audits mystery evaluations and reviews from our peers. In addition to asking customers directly about their ex- periences Steamer Cleaners takes advantage of DLI mys- tery shoppers to ensure an unbiased view of our production Basseri said. The staff takes classes from out- side experts in customer service spotting and pressing. We have certified our spotters and pressers to ensure as- sembly is up to the finest standards. McPherson Cleaners uses three distinct point-check sys- tems in the plant to ensure quality. Its an everyday thing for us McPherson said. Even if the management isnt present signage throughout the plant tells staffers how to do the best quality they possibly can. 12 FABRICARE COVER FOCUS I found that if you do some- thing wrong and take care of the problem right away and fairly that client is even more likely to stay with you because they know they can trust you. Wendy Kia Operator of Marie Louise Fine Garment Cleaners in Honolulu Hawaii. MARCHAPRIL 2016 13 LEARNING FROM MISTAKES Every operator admits to making the occasional mis- take though confirming the concept that nobodys per- fect or as the whimsical needlepoint quip says Pobodys Nerfect. Garments can and do fail without warning thwarting even the most expert efforts to deliver perfection every time. With thousands of garments daily everyone is going to make a mistake McPherson said. But a quality-focused plant learns from its mistakes to make future errors less likely. We have delivered poor quality due to lack of knowledge relative to a specific dye set or label instruction Sebastian said. I believe our mistakes have allowed us to offer better quality because of our increased knowledge base. We are continually learning. Customers are often surprised when a trusted provider of garment-care services doesnt deliver. Our day-to-day challenge is to make sure to uphold every promise we make Basseri said. Substandard quality can affect our reputation and revenue so learning from mistakes is our best way to be proactive in the future. Rare instances in which product quality isnt up to snuff provides yet another opportunity to satisfy the customer. If we do something wrong and occasionally we do I always call the client and tell them what happened right away before they come in Kia said. I find when handling it that way the client appreci- ates your honesty and is 100 percent easier to work with on correcting or replacing the garment she said. Also I found that if you do something wrong and take care of the problem right away and fairly that client is even more likely to stay with you because they know they can trust you. QUALITY AND RECOGNITION In building trust operators benefit from positive word- of-mouth which in turn helps attract new customers and improve revenues. Customers recommend their drycleaner to friends and neighbors Basseri said. Qual- ity and a commitment to the neighborhood compel customers to come to us expanding our customer base. That response has snowballed over time she said help- ing Steamer Cleaners bring in more couture garments and high-profile jobs such as Hollywood awards ceremonies and celebrity weddings. Indeed the operation been recognized on numerous Best lists including Los Angeles magazines Best of L.A. One doesnt have to be based in Tinseltown to realize the benefits though quality is a valuable differentiator everywhere fine garments get soiled. Puritan for example has been voted Best Drycleaner by readers of Richmond magazine for almost 30 consecutive years. And were honored Way said. Quality has always made us the No. 1 cleaners in town and in the area McPherson said. It made us stick out. ADDING AOE TO THE GUARANTEE DLIs AOE program also helps operators stand out by demonstrating to the public that it isnt just the drycleaner saying theyre the best its a nationwide organization backed by an independent council of consumer advocates and garment experts. COVER FOCUS Steve Maurice preps for stain removal at Puritan Cleaners in the Richmond Virginia area. COVER FOCUS 14 FABRICARE The AOE program is a valuable checkpoint to ensure that we are offering the highest quality drycleaning and laundry service relative to national industry standards Sebastian said. It recognizes progress toward responsible stewardship of the environment and it keeps us up-to- date on the latest improvements to best business practices for our industry. Membership in the program offers multiple opportu- nities for operators to stay on top of their quality game Basseri said. The certifications were challenging and helped us as business and property owners stay at the cutting edge of drycleaning technology. The Award of Excellence helps keep our levels of qual- ity high because it is a standard we have to maintain Way adds. Once youve said you are going to meet a stan- dard and publicize that you feel a greater accountability to maintain it. And its always good to share what youre doing so you can get good advice and feedback. Again operations new and old can use AOE certifica- tion as a selling point. It was perfect for us when I first started in 2006 because it set us apart from the competi- tion Kia said. We are currently being relocated and are submitting our 2016 application. We hope to use it as a major part of our advertising for our relocated plant. I think its a great program McPherson said. We have been a member every year since it has been established and any advertising the program does helps. But we know we have to maintain our quality and that goes hand-in-hand with the way we have always done business. Ian P. Murphy is a freelance writer and editor based in Chicago. He served as the editor of American Drycleaner magazine from 1999-2011. Award of Excellence cleaners prove they are the best in the industry. Can you Find out at www.DLIonline.orgAOE or call 800-638-2627. Shahrokh and Nicole Basseri pose in their plan at Steamer Cleaners in Sherman Oaks California a DLI Award of Excellence facility. MARCHAPRIL 2016 15 FE ATURE WHEN I WAS YOUNG AND INEXPERIENCED I THOUGHT A MANAGERS JOB WAS PRIMARILY IN THE OFFICE. I had a good excuse though I was only 19 years old. I still see this with inexperienced managers. The office is a safehouse. Insecure managers hide there because they have more confidence in their clerical ability than in their ability to handle a production facility. But still there is always some administrative work to be done. If it is not for reporting to your boss or to comply with government regulations then it is to do the all-important evaluation of how the company is running to determine what needs your atten- tion next. But experienced managers know if you spend too much time doing office work whether its important or not it is by definition time subtracted from doing op- erational work. The most extreme example would be of the manager who is always in the office presumably dis- satisfied with the way things are going but cannot find the time to fix anything or address any of the problem. This plant is metaphorically a house of cards poised to topple eventually. The trick is to become like everything else as efficient as possible in the office so you can get more done in less time. I have three tips on this for you I took a one-day management class 25 years ago about priority management. The lessons I learned during those eight hours stick with me to this day. Id love to run into the instructor some day to tell him how much his teach- ings influenced my life. One of the key points of the class was to dispense with the concept of time management. There is no such thing as time management. Time cannot be managed. It chugs along at its own pace and does not care in the least about your struggles with managing it. Time doesnt give a shirt about what you need to do. The trick is to learn to manage your priorities. I honestly dont think I could have created the Tailwind Manage- Three Tips for Better EfficiencyBy Don Desrosiers Tailwind Systems 16 FABRICARE FE ATURE ment System if I had not learned to use time to my advantage by managing my priorities. I could ramble about that for a few pages but that would lead me to a point that is different from the one Im trying to make. Im going to assume you already know how to manage your priorities and you at any given moment are indeed doing the most important thing that needs to be donethe best use of your time. Youve nailed the priority management conundrum but someone throws a wrench in it and the best laid plans fall apart. How TIP ONE Change your e-mail program so it only fetches mail every hour. Two hours if you can. Think about this You have worked diligently to assure you are working on the most impor- tant task at hand. You are working on Priority One then on to Priority Two then Three and Four. Perhaps those four things fill all of your office time today. But suppose 20 minutes into your office time an e-mail comes inDing You are distracted by it and probably attend to it. It isnt urgent. No matter what it is it probably would not have cracked the top ten most important things to do today. But somehow because this e-mail came in it actually derailed a priority one task before you could com- plete it. This is very poor priority management Some peoples lives and workloads are different but for most circumstances allocating 30-60 minutes at the beginning of the day to deal with e-mail is far more efficient than allowing the random influx of e-mail to control you. Phone calls arent too much different and we dont all have someone to screen our calls. Caller ID can be very helpful. Frankly years ago I could not understand why anyone would consider themselves professional when they screen calls and dont return calls ASAP. I see this very differently now. Someone who is calling you right now may be doing something that tops their priority list but it may not be at the top of yours. Think of a salesman making a cold call. He is saying virtually You are at the top of my list right now. I am here to try to sell you some- thing. Put aside what youre doing and let me talk to you. Nice thought. He certainly needs to make a living as well but if he is derailing your Priority One task then he or that e-mail or that phone call is affecting the way you make your living. When it comes to phone calls ded- icate a time when you will return phone calls. This is very professional and very efficient. Instruct whoever answers the phone to say Mr. Desrosiers isnt available to take calls right now but he will be returning calls between 3 p.m. and 430 p.m. Eastern Time. At what number can you be reached during those hours TIP TWO Have you ever had one of those days when you spent hours in the office and then at days end you felt like you accomplished nothing Happens all the time. Heres how to fight this sinking feeling. You probably use a task list or a to-do list or a reminders list. Sometimes you spend all day swimming upstream only to find you havent completed a thing on the list. The trick is to use your task list like a journal or diary. Many tasks never re- ally make it to the task list. Got to the bank. Call Frank. Visit the other store. Get a car wash. Tell the drivers about new goals for next month. These are so routine in your mind you may never feel like you need to remind yourself to do them. But the more of these things you have on your plate the more likely you will run out of hours in a day. Take a moment to type these tasks into your reminders list or narrate them even after youve done them. You can even embellish them by comment- ing Visit the other store looks great Holly gets an A. Call Frank no deal. When your office time is nearly done check off the things you accomplished in- cluding the things you wrote in after you did them. The feeling of accomplishment cannot be overstated You will feel a great sense of accomplishment Try it Even better you will be creating a journal you can search on. Did I remember to call Frank Search for Frank and youll see you did it and when Cant beat it TIP THREE And that is a segway into the last tip. I am blessed with a remarkable memory. But as I am preparing to view my MARCHAPRIL 2016 1717 FE ATURE 50s in the rearview mirror I can see clear evidence that my brain cells are dying off. It sucks. But I still have a lot of things to remember. I have clients all over the world for one thing. They all expect me to remember them and their issues. Its a real challenge. To keep my mind sharp I specifically force myself to not remember certain things. I have no idea when my flight lands. I blocked out where I am going next week. I dont know were I parked my car at the airport. I didnt bother to remember what my daughter wants for her birthday. I use my smartphone for all of these things. When Im finished entering the infor- mation into my phone I am done with it. I take pictures of everything and keep them until they have served their purpose. When I park my car at the airport I snap a pic- ture of the sign indicating where I parked. Ill look at it when I need to know. Parked a rental car somewhere There is no sense wasting hard disk space in my mind with such useless information. What car What color Where is it A couple of snapshots are all you need. But Im in the office today and I have a brief meeting with Betty about something she did wrong in the plant. No problem. Its all in the archive. I snapped a picture of it and made a note to talk to her when she arrives on Tues- day morning. No hard disk space wasted. Super efficient Good luck with this. Call me if you need help Don Desrosiers has been in the drycleaning and shirt laundering business since 1978. He is a workflow engineer and a management consult- ant who provides serves to shirt launderers and drycleaners in the United States Mexico and western Europe through Tailwind Systems. He is a member of the Society of Professional Consultants and the 2001 recipient of DLIs Commitment to Professionalism Award. He can be reached at 186 Narrow Avenue Westport MA 02790 or at his office by fax 508 636-8839 by cell 508 965-3163 or e-mail at He has a website at 18 FABRICARE FE ATURE REVISED AND UPDATED STANDARDS FOR FIRE PREVEN- TION IN DRYCLEANING PLANTS WAS PUBLISHED IN DECEMBER 2015 BY THE NATIONAL FIRE PROTECTION ASSOCIATION. NFPA standards are adopted by states cities and local governments and affect nearly every building in the coun- try said Nancy A. Pearce the NFPA staff liaison for the committee that has been working on the new standard for drycleaning. NFPA is a non-governmental entity that has no enforcement power. That is up to local jurisdictions who will need to incorporate the revised NFPA standard for their rules and regulation. I would encourage you to tell your governing author- ities that there is a newer version which will probably work to your advantage Pearce said. Pearce who oversees 18 other fire codes in addition to drycleaning for NFPA said the last revision was published in 2011 and when the process began on the current revision she thought it would be simple matter. That hasnt been in the case. When I walked into the first meeting committee chair- person Jan Barlow Jans Cleaners said OK were going to fix this. This whole thing needs to be blown up and start from scratch. Thus began a process of out with the old and in with the new as the 15-member committee over the course of several meetings endeavored to develop a new fire code that reflects recent changes in solvents and equipment in the drycleaning industry. The final document was approved by the committee last summer with no dissenting votes. The NFPA standard for drycleaning dates back to 1925 with requirements based on the widespread use of combustible and flammable solvents in the industry at that time. The industry is very different now than in the 30s Pearce said. Hazards have changed significantly due to changes in equipment and solvent. When non-flammable perchloroethylene became a major industry solvent many of the old fire prevention requirements didnt apply. The NFPA standard kept some of the old language and added some new due to perc but it wasnt always clear that the standard that applied to flammable solvents did not also apply to perc and in some cases cleaners ended up having to do things that didnt really make sense Pearce said. Perc was good from a fire safety standpoint Pearce said. But in the face of growing environmental regula- tions there has been a trend away from perc and back to flammable solvents albeit ones that are less flammable than those of the pre-perc days. Pearce said that raises the question Are we introducing fire hazards again NFPAPublishesUpdatedFireCode MARCHAPRIL 2016 19 FE ATURE Its an example of how environmental protection and fire safety can become competing interests. When those two are in conflict the environment will win every time Pearce said. Thus high-flash hydrocarbon solvents will get the nod over inflammable perc. As another example she noted that freon was good from a health and safety standpoint but it was phased out due to environmental concerns. With both types of solvents currently in widespread industry use the new standard addresses both. In addi- tion it accounts the different types of equipment that are in use. The type of solvent you use and the type of equip- ment wil determine your requirements Pearce said. The revised standard will better identify the type of equipment to be used with a particular solvent to make it clear to enforcement authorities what type of fire protec- tion is required. For example the revised standard will recognize the dif- ferences between closed-loop and open-circuit systems. Closed-loop systems have fewer fire protection require- ments than open systems since there is less chance for the creation of fugitive emissions. The current standard identifies drycleaning plants in terms of the solvent used primarily based on the solvents flashpoint starting with Type I with the lowest flashpoint up to Type 3 which includes current high-flash solvents. Type IV plants are those that use a non-combustible solvent ie. perc. Within those groups the standards are further specified based on the type of equipment. The versions cover four equipment types beginning with Version 1 which is an open system using either com- bustible or non-combustible solvent that is continuously open to the air a bucket for example. That is prohibited under the new standard. Version II equipment is an open-circuit system using either combustible or non-combustible solvents that releases fugitive emissions suppresses and controls combustion and that has fire safety controls. Version III systems are those using either combustible or non-combustible solvents closed loop that do not release emissions prevents combustion and has safety controls. Versions IV systems are closed loop that use non- combustible solvents perc that has safety controls and does not release emissions. Neither Class I solvent nor Version 1 equipment would be allowed under the NFPA standard. Rules will be tuned to match the solvent class and equipment version. As new solvents are introduced solvent manufacturers or suppliers would be required to provide information about the solvent and certify the flashpoint. They also must provide operators with written instructions on the safe use of the solvent. Questions that need more study Pearce said are whether a solvent degrades over time and its flashpoint changes and if additives to the solvent change the flash- point. Pearce said research on this question would have to be supported by the industry. The new can be viewed or purchased on the NFPA web site www.nfpa.org32. While the committee is not likely to meet again for a couple of years Pearce said new members are welcome. Information on the committee is also available on the web site. The committee is chaired by Jan Barlow a past presi- dent of the Drycleaning and Laundry Institute and owner of Jans Professional Dry Cleaners in Michigan. Other industry members are on the committee include Jim Douglas of GreenEarth Cleaning Steve Langiulli of ColumbiaILSA Mary Scalco of DLI Chris Tebbs of Fabricare Solutions in Canada and Vic Williams of Union Drycleaning Products. The committee also includes representatives from fire safety and protection insurance and environmental regulatory bodies. 22 FABRICARE FE ATURE IN OUR PREVIOUS ISSUE I ADDRESSED THE HARMFUL EFFECTS OF MOISTURE AND WATER AS WELL AS DE- VICES USED IN REMOVING THESE CONTAMINANTS FROM A COMPRESSED AIR SYSTEM. This month well cover the piping practices and components that route dehumidified air to your machinery and eliminate any residual water pro- viding your machinery with clean dry air. Two physical forces are used to remove any remaining water and debris from the compressed air stream. Gravity and inertia which is the tendency of objects to keep mov- ing in a straight line at constant velocity. Follow along using the accompanying illustration. 1. GRAVITY Notice first how the large pipe called a header is tapped from each machine by braches called drops which used to supply compressed air to individual machines. When designed properly the drops are taken off the top of the headers. Since water is much heavier than air it flows along the bottom of the header pushed along by the flow of the air while the air flows along the top. Thus gravity pro- vides a very effective additional stage of separation. Ive seen many installations where the drops were taken off at the bot- tom of the headers literally capturing and forcing water down into the machinery very unhappy situations causing machine performance nightmares. At the end of the airline it is beneficial to have a drip leg. A drip leg is a vertical piece of pipe used to collect and retain water and debris en- trained in the compressed air system. 2. INERTIA Any remaining water and debris entrained in the compressed air are moving rapidly along through the headers and drops. Because of inertia they want to keep Low-Hanging Fruit Part 5 Compressed Air Piping By Bruce Grossman Industry Consultant MARCHAPRIL 2016 23 FE ATURE moving in a straight line. An abrupt change of direction in the drop is created by inserting a T and piping the air flow to the machine from the side of the T. Lighter compressed air makes the 90 degree turn out of the T while the heavier water and debris continue moving in a straight line and are captured in the drip leg. A combination of components after the T provide the re- maining pathway conducting the compressed air to the ma- chinery. A ball valve is used to shut off the compressed air flow from the drop to the machine for maintenance and a combined filterregulator provides another stage of water and debris removal along with filtration and air pressure regulation. Draining the drip legs can be done manually with a simple ball valve or automatically using a device known as a drip leg drain. I use an inexpensive air filter purchased from Harbor Freight Item 68279 plugged at the outlet side as a drip leg drain. In almost all cases the piping for the machinery already exists and youre not going to get into replacing it because of this article. However look at the diagram in the lower right of the illustration. It is very easy to just re-pipe the sec- tion at the end of the drop to the machine. Use soft cop- per tubing and compression fittings from the drop to the machine. Just having this section done properly will elimi- nate a great many problems. Thats it for now Im looking for suggestions for a topic for our next issue. Call me at 702 376-6693 if you have any suggestions. I am always de- lighted to hear from readers. Bruce Grossman is the Chief of RD for EZtimers Manufacturing. EZ- timers offers several proven products for testing and protecting your plants boiler and steam system SENTINEL EZ-LEVEL and TATTLER steam trap tester. In addition also a line of separator water processing and disposal equip- ment for dry cleaning machine using any type of solvent the time tested SA- HARA and DROP IN THE BUCKET misters. See our Ad in this issue and for further information on EZtimers products visit Please address any questions or comments for Bruce to or call 702-376-6693. 2016 by BRUCE GROSSMAN all rights reserved under International and Pan American copyright conventions. DONT MISS THE APP OR ANOTHER ISSUE GO SILVER DLIs App with stain solutions TABS and Spanish Translations is included free with DLI Silver International Gold and Premier Members. DLIs App with stain solutions TABS and Spanish Translations is included free with DLI Silver International Gold and Premier Members. TO UPGRADE CALL 1-800-638-2627 OR CLICK WWW.DLIONLINE.ORGUPGRADE Access to DLIs Encyclopedia of Drycleaning Online Monday Morning Marketing News Heads Up for This Problem Garment Alerts And much more 24 FABRICARE During drycleaning as labeled the blouse faded and does not have a uniform yellow shade. NOTinVogue THERE MAY BE SOME DIFFICULTY PROCESSING THE GARMENTS FEATURED HERE. Members have indicated that the damage occurred even though these garments were cleaned according to the care labels instructions. The garments shown are among the current top repeaters received in DLIs International Textile Analysis Lab and are selected on the basis of the seasonality and timeliness of the problem. DLI has contacted these manufacturers to work with them on resolving these problems. The bottom portion of this bulletin details the status of this work. As these garments are currently on the market however and since we have seen repeated examples of damage you may want to discuss these potential problems with your customers. Manufacturer Elie Tahari RN 50814 Manufacturer Contact Information Elie Tahari by Morning Lady Inc. Importer Wholesaling Manufacturing 525 7th Ave. New York NY 10018 Ph. 800 854-5491 Description This yellow blouse is constructed with different fabrics where some panels are made of cotton while other panels are rayon. Care Instructions The care label states Dryclean with the corresponding International Code Symbol. Problem During the proper the professional drycleaning process various panels of the blouse fade at different rates so that the panels no longer have the same shade. Response The manufacturer denies knowl- edge of this problem and believes this style is no longer being sold but they agreed to look into the problem and get back to us. After several months we still have no consumer instructions from them. We suggest that customers should contact the retailer directly for refund or replacement. By Jim Kirby DLI Textile Analyst BULLE TINNO.116 MARCHAPRIL 2016 25 The Seay Management Human Resources Management Checklist consists of 23 key HR flash points that will help make sure that you are up to date and in compliance with employment regulations enforced by state and federal agencies This is to ensure that you implement best practices in terms of policies procedures manuals and documents to hire and retain good employees and motivate them to superior performance. Human Resources Management Flash Points This is your fundamental em- ployment document because it describes how you will han- dle work issues that arise with your employees. To meet that goal it should be comprehensive and detailed. Some of the policies you need include EEO policy this should include the protected category of genetic information. Dress Code address extreme hair color potentially of- fensive tattoos scents and aromas that bother other em- ployees and body piercings in places that could be distracting. Cell Phone Use talking or texting at work even if set on vibrate taking pictures and safety issues involved while driving on employer business. Social Relationships at Work a supervisor dating an employee is Trouble Waiting to Happen. EmailInternet Use at Work We should train employ- ees on how to compose emails and what Internet sites should be avoided and inform them that the email system is the property of the employer and that all emails are subject to being retrieved. Technology is racing forward at warp speed employers should develop a policy on the use of social networking at work taking into consideration sites like Facebook Twitter and Instagram etc. Employees should prohibit or restrict access to social networking sites during working time and employers should be aware that some material that employees post may be protected concerted activity even if it is critical of management. Supervisors and managers should be required to stay off the personal social media pages or sites of their employees. On the basis of NLRB regulations employers should re- frain from instructing employees about what they can and cannot post on Facebook or other social networking sites. Conduct Sexual Harassment Awareness Training annually for all managers and employ- ees to build a wall of protection around your company. Sandy has often said that the workplace mirrors society and that whatever be- havior is occurring in society will ultimately find its way into the workplace. Today we are seeing the emergence of bullying behavior in schools and in other parts of society. Bullying can be physical emotional andor relational and often occurs in cyberspace. To prevent eliminate or re- duce bullying at work we recommend that you develop a strong anti-bullying policy and make absolutely sure you have a way for employees to report abuses in a confiden- tial and anonymous way. To help resolve potential drug issues at work and lower your Workers Compensation premium. MANAGEMENT MattersMatters BULLE TIN Human Resources Management Checklist By Ruth Schwartz Seay Management Consultants NO.29 26 FABRICARE To make sure you hire the best employ- ees that are the best fit for the job and the work culture consider administering the DISC profile which is a meas- ure of working style Hard Driving Type A People Oriented Multi-tasker Detail oriented The DISC lets you look behind the curtain to see if you really have the Wizard of Oz or if you have a pre- tender. We can do this online. Complete the annual update of your Affirmative Action Plan according to the regulations if you are a covered employer. To be covered you must have 50 employees and federal government con- tracts of 50000 or more. Mark September 30th on your calendar thats the day you need to submit your EEO-1 Report and VETS 100 reports you must do this if you have 100 employees or if you have 50 employees and an Affirmative Action Plan. Contact Seay Management Consultants if you have questions. Regularly submit your New Hire Reports to the state employment agency database. Ensure that you have detailed job descriptions for every job in compliance with ADA EEOC and Generally Accepted Principles of Human Resources Management. In addition to helping us manage job descriptions are often a first line of defense in the event of an EEOC or DOL investigation. Employers who are covered by the Affirmative Action regulations are required to have job descriptions. Consider conducting sev- eral Management Training sessions this year on important subjects like How to Counsel and Dismiss Employees When Necessary How to Conduct Performance Appraisal How to Handle Difficult Employees How to Motivate Employees to Superior Performance Ethics in the Workplace Sarbanes-Oxley et. al. How to Harness the Power of a Type A Working Style A workshop that can help produce motivation and understanding among employees and management. Check that you have all current required employment posters placed in prominent locations. Federal regulations require 6 posters the various states require about 5 more. Review your I-9 forms for completion and keep on file for all employees. Verification requires employers to Examine and record documents under Columns A or B and C. Make copies of the verification documents and staple them to the I-9 Form. File the I-9 Forms in a separate location not the regular employee file. Make sure your employee files are complete and that they include all the documents you need such as the application form disci- plinary notices commendations performance appraisals et. al. but none of the documents that are problematic such as polygraph records drug test records private personal documents. Some employee documents are necessary for recordkeeping and reporting and are perfectly proper but are of a personal private or medical nature or have an EEO component. For these docu- ments have an Administrative or Confidential file separate from the regular employee file. Employers should have clear and frequent employee communica- tions programs such as Open Door policy Employee Complaint Procedure Bulletin boards Employee newsletter - printed or electronic newsletter It is our experience that most employee problems have poor communications at the foundation. BULLE TINNO.29 MARCHAPRIL 2016 27 Make sure all of your Human Resources decisions and actions are fully and compre- hensively documented that you have developed and im- plemented a system of Progressive Discipline and that all of your supervisors and managers have been fully trained. Remember that the Unemploy- ment Office is giving away unemployment benefits like chiclets. Keep in mind If you dismiss an employee within the 90 day proba- tionary period whatever benefits may be awarded should not be charged to your account. Former employees should not be eligible for benefits if they are dismissed for misconduct or if they leave with no good cause attributable to the employer. Employees who are dismissed for performance reasons will almost always be awarded benefits. This agency covers both union and non-union employees and en- forces the Unfair Labor Practices requirements. In ad- dition union membership is at a historic low and union organizing campaigns are going to increase so its critical to train your supervisors and managers in the landscape of what they can and cant do. Most managers and supervi- sors are surprised to learn that they can do more than they think they can. A one-half day supervisory training program will resolve this issue. This is an emerging flash point that we must continually monitor. Consider conducting an employee opinion survey every 18-24 months to find out what your employees think and how they feel about their work and their jobs. Many a serious employee problem has been prevented by having an employee opinion survey. The Wage and Hour Division of the Department of Labor is targeting the question of work- ing time which regulations define laboriously as when- ever an employee is suffered or permitted to work. If an employee is working the employer is responsible for paying for this time even if you didnt authorize it and even if you didnt know about it. This could include travel time meal periods time before and after regular work hours homework and other time. Employers should have a clear policy on the use of smart phones and other devices at home and during other non-scheduled work hours to conduct company related business. Make sure all employees are recording all of their work time accurately and that you know when employees are working. Verify all of your exempt employees are properly classified. Remember one of the requirements for exemption is that employees must receive a guaranteed salary not subject to deduction in any week in which they perform any work at all. Consider having employees complete the application form online through your website rather than in person. This can be a more efficient and less expensive process and may more quickly identify those applicants who might be good candidates for the positions you have open. You might also want to list your open positions on your website. This will help you reduce or eliminate any potential liability or exposure provide you with the comfort and assurance that you are in compliance with all of the employment regulations that cover you and check to see that you have the best practices you need to hire and retain good employees. We trust that this Human Resources Management Checklist will be helpful to you as you establish and refine your employment goals and objectives. Please contact Seay Management Consultants by phone or email with any questions you may have. Seay Management Consultants is a human resources firm located at 720 Rugby Street Suite 240 Orlando FL 32804. The office can be reached at 407 426-9484 or 888-245-6272 or online at BULLE TIN NO.29 2828 FABRICARE 1-800-638-2627 Practical Training English E Korean K Spanish S 59 each Quality Pants Finishing E S Quality Coat Finishing E S Quality Shirt Finishing E S Inspection Perfection E Advanced Stain Removal Techniques E S Practical Training Video Training Manual 149 each Basic Stain Removal Techniques E S Quality Finishing Techniques E S K Customer Service Training E Self-Study Certificate Courses 89 each Stain Removal includes stain swatches Drycleaning Fundamentals Wet Cleaning Drycleaning and the Environment Drycleaning Business Management Drycleaning Finishing Procedures Customer Service in Drycleaning Fibers and Fabrics CANT MAKE IT TO DLIS SCHOOL Here are some ways to get training for your staff. All titles available for digital download some titles available on DVD or Video CD. Call 800-638-2627 to order. AVAILABLE IN SPANISH KOREAN SELECTED ITEMS MARCHAPRIL 2016 29 Evaluating employee performance is a management func- tion which should be done on a regular basis. Some managers never take the time to do it and as a result wrong decisions are made in promotions or pay increases. Some managers are forced to evaluate personnel on a regular basis but their methods of evaluation are not satisfactory. Unless all employees are evaluated on the same criteria the person doing the evaluation will have a tendency to allow per- sonal feelings to influence the ratings. Supervisors are often required to evaluate the people they supervise but are not sup- plied with a rating form to a make a fair evaluation. Such a practice is unfair to supervisors employees and the company. Rating Based on Merit A definite procedure for rating employee on their merit is extremely important as more businesses return to awarding wage increases on the basis of merit rating than across the board. It is easy to evaluate or measure the objective behavior of an employee such as the number of days the person was late for work. It is often difficult to evaluate subjective traits of an employee such as initiative and leadership. The princi- ple advantages of a merit rating system are Helps organize the evaluators thoughts when appraising and employee. Helps focus attention upon specific items for consideration. Reduces irrelevant material to a minimum. Furnishes permanent employee performance records. Provides a written statement of past performance. This makes it easier to set goals recognize what needs to be done to improve. Forces a performance review on a scheduled basis. Value of Merit Rating Merit ratings are an excellent device for evaluating the performance of an employee. They create a standard for evaluating each employee. This standard form helps eliminate personal feelings and preferences and forces the rater to consider only one quality at a time. Merit ratings are beneficial in guidance and correction pro- motions pay increases and transfers and reduction in staff. The review also provides an opportunity for employee employer misinformation to be discussed and perhaps corrected. It also provides for personal goals to be set. Every person has weak points. The merit rating procedure is an excellent device for identifying the employees short- comings. The supervisor can approach the employee with the constructive guidance to change or overcome these weak points. The employees cannot complain that management has never informed them about their performance and what they can do to improve. The employer may also use the merit rating to decide on pay increases. This system allows the proper person to be rewarded eliminates unfairness and upgrades the company. A review of past ratings in combination with data helps man- agement to decide eligibility for not only pay increases but promotions. It will also eliminate across the board pay increases to all employee doing similar jobs. Pay will be based on the type of job and also merit. Merit ratings may be helpful in deciding transfers and or re- ductions in staff. Who on the staff could be transferred to the new position with very little disturbance of the work flow Would that individuals job knowledge efficiency and ability to adjust allow them to be transferred easily Would the indi- vidual be flexible enough to occasionally perform their previ- ous job These are only some of the reasons a merit rating system is an ideal source for helping to determine the trans- ferability of personnel. The most difficult task for the supervisor is often carrying out any reduction in staff. Worker merit ratings do not make this emotionally easier but they do make the process fair. Problems With Rating Forms Performance ratings should be valid and able to ascertain how good a job the employee is doing. Check your merit rat- ing form to ascertain the following Does the form really cover the factors you are interested in Do different evaluators interpret the questions in the same way Are any of the statements confusing If two different people use the same rating form to evalu- ate a person would both rating forms be approximately the same Are the questions asked important to the position For example Is the employee always on time The time clock might not be important. If someone worked flex time and did not have to interact with other employees or customers time might not be important. The amount of work accomplished and the total hours worked would be the important factors. Frequency of Rating Performance reviews are typically conducted on an annual basis. However additional reviews are often conducted at the discretion of management for particular circumstances such as New hires following an introductory or probationary period typically 30 - 90 days. Employees transferring to another position following an introductory or probationary period. Employees working under a new supervisor following an introductory or probationary period. Employees in a performance improvement plan or a positive discipline program. Upon the request of an employee. Seay Management Consultants is a human resources firm located at 720 Rugby Street Suite 240 Orlando FL 32804. The office can be reached at 407 426-9484 or 888-245-6272 or online at MANAGEMENT MattersMatters BULLE TIN Evaluating Employee Performance By Ruth Schwartz Seay Management Consultants NO.30 Download this bulletin from DLIs Encyclopedia of Drycleaning Online to get a PDF version of the form featured here. 30 FABRICARE BULLE TINNO.30 Employee Performance Evaluation CONFIDENTIAL EMPLOYEES NAME___________________________________________________________________________________ DEPARTMENT _________________________________________________________ JOB TITLE _______________________________________________________________________________________________ HIRE DATE _____________________________________________________________ DATE OF EVALUATION _____________________________________________________________ DATE OF LAST EVALUATION ________________________________________________________ TYPE OF EVALUATION o ANNUAL o END OF PROBATION o OTHER Number of days lost from work during Reasons Sickness suspension etc. past year or since employment whichever is more recent INSTRUCTIONS Any rate increases promotions and transfers require a current evaluation form. Assign a rating score of 1 5 for each rating qualification and write that number in the score column. Points will be totaled and averaged for an overall performance score. A. Personal Characteristics SCORE 1. KNOWLEDGE OF JOB familiarity with various work procedures 2. ENTHUSIASM positive and eager response 3. PERSONALITY external mannerisms consciously or unconsciously adopted in meeting situations Exceptional mastery of all phases of their work. Thorough knowledge of practically all phases of their work. Adequate knowledge of particular job. Insufficient knowledge of some phases job. Inadequate comprehension of job requirements. Believesinthecompanyand expressthatbeliefboth orallyandinattitude. Works enthusiastically. Matter-of-fact attitude. Passive or indifferent. Negative in attitude. 4. APPEARANCE personal grooming Radiant confident poised courteous. Pleasant forceful. Likable. Uncomfortable not to forceful. Negative person. 5. MENTALITY quality of mind mental power and creative intellectual ability PART A. TOTAL SCORE Superior ability to think clearly and arrive at sound conclusions. Worthwhile ideas and ability to make useful decisions. Make normal routine de- mands for ideas and con- clusions. Little ability to compre- hend interpret or grasp new ideas. Unable to reason logically. Superiorpressingstyle groomingandtaste. Well dressed and neat. Neat but not particu- larly striking. Intermittently careless. Slovenly and untidy. B. Job Performance SCORE 1. PRODUCTIVITY time required to perform execute and achieve and assigned task Completes tasks in the shortest possible time. Completes tasks in unusually short time. Completes tasks in a reasonable time. Slowincompletingtasks ordoesnotcompletethem. Takes a long time to accomplish little. 2. WORK QUALITY ability to meet accepted standards of quality required by job Workisbothexcellentand consistentinquality. Frequently produces outstanding quality. Usually produces good workan occasional poor job. Work must frequently be revised and done over. Does sloppy work. MARCHAPRIL 2016 31 4. ACCEPTANCE OF RESPONSIBILITIES willingness to assume duties 3. TEAMWORKCOOPERATION an appreciation of collective action for mutual profit or common benefit 5. INITIATIVE CREATIVITY the desire and ability to introduce a new course of action Greatest possible cooperation. Very cooperative. Cooperative. Often difficult to handle or work with. Obstructive. Greatest possible sense of responsibility. Very willing. Accepts but does not seek responsibility. Accepts assigned tasks reluctantly. Refuses or evades acceptance of responsibility. 6. EXPRESSION the ability to present thoughts and feelings to others Seeks assumes sets additional tasks without being told. Highly ingenious. Very resourceful. Progressive. Rarely suggest or acts. Needs detailed instructions. 7. WORK HABITS housekeeping and conduct B. Job Performance continued SCORE PART B. TOTAL SCORE Extremely orderly and unusually attentive to work. Very orderly and almost always attentive to work. No particular disorder. Usually attentive to work. Disorderly. Frequently not attentive to work Very disorderly. Very inattentive to work. Unusually articulate in expressing thoughts and feelings master of good speech techniques. Speaks well. Usually well received. Nothing about their speech manner that is distinctly or distasteful. Careless speech habits. Inarticulate. BULLE TIN NO.30 8. ATTENDANCEPUNCTUALITY Limited time off. Avail- able to work scheduled and also unscheduled time. Advises supervisor of planned or emergency leave. arely tardy. Volun- teers to work overtime. Consistently adheres to assigned work schedule. Makes appropriate notification when delays to arriving on time are unavoidable. Regarded as a reliable employee. Generally uses accept- able number of sick leave. Obtains approval. Begins work stops work and departs as sched- uled. Seldom tardy. Occasionally arrives late for the scheduled start of the work day or for meetings. Frequently uses sick leave. Frequently tardy. Frequently absent with- out approval or prior no- tification. Attempts to extend break periods beyond scheduled times. 3. PLANNING AND ORGANIZING delegates authority and planning to complete tasks on schedule Highest possible effectiveness. Effective under difficult situations. Effective under normal circumstances. Lacks planning ability. Inefficient. C. Managerial and Supervisory Qualities use only when rating department heads SCORE 1. HANDLING PEOPLE the ability to appreciate understand and direct people Extremely successful in helping and training em- ployees to progress and attain their ambitions. Capable leader. Fails to develop and obtain maximum results from employees. Fails to command confidence. Antagonizes subordinates. 2. DELEGATING WORK ability to assign specific responsibilities Superior ability to recog- nize individuals capacities when assigning tasks. Capable supervisor. Recognizes or uses obvious individual capacities. Fails to recognize or use individuals capacities. Does all the work instead of assigning to others. 32 FABRICARE BULLE TINNO.30 4. VISION power to see and imagine ability to develop more effective ways of doing things 5. ATTITUDE company loyalty and eagerness to tell others Superior ability to think creatively foresee and plan ahead. Very capable in anticipat- ing the future. Recognizes and corrects most needs for improvements. Some ability to plan in advance. Follows standard procedures. Overly realistic. Devoid of imagination. An extremely loyal employee eager to express enthusiasm to outsiders. A very loyal employee. Passive in their attitude toward company policies. Critical of all company policies. Disloyal to company. C. Managerial and Supervisory Qualities continued SCORE PART C. TOTAL SCORE 6. FINANCIAL SENSE appreciation of proper balance between income and expenditures recognition of money values related to what can be accomplished SUMMARY RATING For percent rating of non-managerial or nonsupervisory personnel TOTAL SCORE A B 65 X 100 For percent rating of managerial or supervisory personnel TOTAL SCORE ABC 95 X 100 EVALUATION CONDUCTED BY ____________________________________________________________________________________ Has all of the financial sense required by jobor that might be expected of on this job. Has good knowledge of financial values. Ideas for income or expendi- tures usually productive. Financial sense limited but follows direction of management. Makes occasional serious financial errors or errors in judgement. Makes frequent serious financial errors and errors in judgment. SUPERVISORS COMMENTS_______________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________ EMPLOYEE COMMENTS____________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________ EMPLOYEE GOALS FOR THE NEXT EVALUATION use separate sheet if necessary 1. _________________________________________________________________________________________________________________________________________________________________________________________ 2. _________________________________________________________________________________________________________________________________________________________________________________________ 3. _________________________________________________________________________________________________________________________________________________________________________________________ 4. ________________________________________________________________________________________________________________________________________________________________________________________ EMPLOYEES SIGNATURE_______________________________________________________________________________________ DATE ______________________________ SUPERVISORS SIGNATURE____________________________________________________________________________________ DATE ______________________________ MANAGERS SIGNATURE________________________________________________________________________________________ DATE ______________________________ MARCHAPRIL 2016 33 Yarn and Seam Slippage Identification and Use Some fabrics used in wearing apparel and household tex- tiles are prone to yarn or seam slippage during wear or dur- ing a cleaning process. Yarn slippage is sliding or shifting of yarns within the weave after tension stress or abrasion is applied to the fabric. Yarn slippage occurs when yarns in one direction of a fabric slide over the yarns in the opposite di- rection. The damage can often resemble a stain or thin area. Seam slippage is a type of yarn slippage that appears at the seam where yarns slide or shift over one another at a line of stitching. A fabrics susceptibility to yarn slippage is determined by the fiber type yarn structure weave and finishes applied to the fabric. Smooth slippery yarns such as silk synthetic yarns including metallic yarns or mercerized cotton yarns can easily shift in a loosely woven fabric. Satin weave fabrics have long sections of yarns floating on the surface that can slide and slip with minimal rubbing and abrasion. Fabrics with a low thread count which is the numbers of yarns per inch in the lengthwise and cross wise direction are suscep- tible to yarn slippage. Fabrics that have thick yarns in one di- rection and thin yarns in the opposite direction forming an imbalanced weave are susceptible to yarn slippage. Seam slippage may be due to an insufficient number of stitches per inch poorly constructed seams or excessive strain during wear or use. In many cases seam slippage may appear on a snug or poorly fitted garment. When Does Slippage Occur A fabric may show yarn or seam slippage during wear or folding or packing. The condition is accentuated during a cleaning processeither drycleaning or wetcleaning. Where Does Slippage Occur Although slippage can occur in any areas of an item it is most frequently seen in areas that are flexed pulled or strained during wear such as across the center back and arm holes of sleeves and waist. The thick metallic yarn in one direction and the thinner yarn in the oppo- site direction created an imbalanced weave resulting in yarn slippage. The thick metallic yarn in one direction and the thinner yarn in the opposite direction created an imbalanced weave resulting in yarn slippage. BULLE TINBULLE TIN NO.562 By DLI Research Department FABRICSFASHIONS Yarn slippage can resemble thin areas. 34 FABRICARE Problems and Responsibilities Distortion of the sheen or fabric design in local areas is indicative of yarn slippage. Some distortion may be noticed prior to cleaning but the agitation of dryclean- ing or wetcleaning may aggravate the problem. Color change or a shadow effect in a print design occurs when yarns shift. This damage which appears as a distortion in the printed design may not be too noticeable prior to cleaning but very obvious afterwards. Fabric with metallic yarns can shift so much with the agitation of a normal care process that a very smooth fabric will appear puckered and wavy all over. Inspection At The Counter The customer service personnel must examine arm- holes and upper sleeves waist areas along the hems of long dresses and seams of sheer loosely woven fabrics. Areas that are under tension pulled or strained during wear such as across the center back and arm holes of sleeves should also be inspected. Fabrics made with a metallic yarn including tablecloths and placemats may show damage due to yarn slippage after storage or cleaning. Stain Removal Caution Minimize mechanical action. On fragile fabrics use a brush with no bristles or cover the brush with a towel or handkerchief. Use a tamping motion up and down with the brush. Keep the steamair gun perpendicular to the fabric and at least four inches 10 centimeters above the fabric to prevent yarn slippage. Do not scrape with the spatula. Drycleaning Fabrics susceptible to yarn slippage should be placed in a net bag to minimize mechanical action. Do not overload the machine since yarn slippage may appear at sharply creased or folded areas. Do not underload the machine because mechanical action is increased with smaller loads. Wetcleaning Mechanical action should be minimized on loosely woven or satin weave fabrics. Follow the wetcleaning machine manufacturers recommendation for machine settings and programs. Test for colorfastness and the potential for a loss of fabric sizings before wetcleaning a drycleanable item. Finishing Avoid excess pulling and tension when finishing after drycleaning or wetcleaning. Lift and rotate the garment away from you as you are moving it around the press. BULLE TINNO.562 MARCHAPRIL 2016 35 Loss of Mirror Effect on Trim What Is The Problem The decorative plastic beads or rhinestones lose their shiny appearance and reflective qualities after cleaning. What Does It Look Like The brilliant reflective mirror-like finish has been dulled. Some of the attached trim will now appear cracked frosty or delustered. This can occur to only some of the trim attached to the garment or it can show up on all of the trim. This damage may only occur to the trim on certain pieces of a matching ensemble. Although the trim all may look the same when new it often times comes from different boxes that can have varying degrees of durability to later cleaning. What Caused It Many plastic rhinestone-like trims as well as some types of beading are coated on the reverse side with a reflective mirror like finish. Sometimes the coating is not properly formulated to withstand the accepted cleaning process and can soften and dissolve in either drycleaning or wet cleaning or both. Any loss of this coating alters the appearance of the trim. Other types of beads and decora- tive trim may have a surface finish that is adversely affected by proper cleaning solutions and these too will lose their luster and shine in normal care. Can It Be Prevented Only the manufacturer can prevent trim damage in later clean- ing by using all decorative trims that are compatible with the proper care procedure. When there is no attached care label the professional cleaner will process the garment according to normal standards for the type of fabric and style. If a manufacturers care label is attached the cleaner will follow those care instructions. Who Is Responsible All decorative trim must be resistant to the care procedure recommended on the label. Thus when the garment has been cleaned properly according to acceptable standards and any of the attached components still fail then only the manufacturer can be held responsible. Is There A Remedy Unfortunately dulling of reflective finish on trim cannot be corrected. By Jim Kirby DLI Textile Analyst TABST E X T I L E A N A LY S I S B U L L E T I N S E R V I C E BULLE TIN NO.463 The trim on the front of this dress drastically changed during proper drycleaning as labeled. These plastic stones lost their shiny mirror finish when professionally cleaned. 36 FABRICARE bulletin Prdida del Efecto de Espejo en los Bordes Decorativos By Jim Kirby DLI Textile Analyst TABST E X T I L E A N A LY S I S B U L L E T I N S E R V I C E BULLE TINNO.463SP Cul Es El Problema Las cuentas decorativas plsticas o diamantes de imitacin pierden su apariencia brillante y cualidades de reflexin despus del lavado. Cmo Se Ve El acabado reflectivo brillante como de espejo se ha deslustrado. Parte de los bordes decorativos ahora parecen agrietados escarchados o deslustrados. Esto puede ocurrir so- lamente en algunas partes del borde decorativo unido a la prenda o pueden aparecer en todo el borde decorativo. Este dao puede ocurrir solamente en el borde decorativo en cier- tas piezas de un conjunto. Aunque todo el borde decorativo puede verse igual cuando es nuevo ste muchas veces viene de cajas diferentes que pueden tener diversos grados de dura- bilidad al lavado posterior. Que Lo Caus Muchos bordes decorativos de imitacin de diamantes de plstico as como algunos tipos de cuentas son cubiertas en el reverso por un acabado reflector como de espejo. A veces el revestimiento no est formulado apropiadamente para so- portar los procesos de limpieza aceptados y pueden ablandarse y disolverse tanto en limpieza en seco o lavado en humedad o ambas. Cualquier prdida de este reves- timiento altera la apariencia del borde decorativo. Otros tipos de cuentas y bordes decorativos pueden tener un acabado de superficie que se afecta adversamente con soluciones de limpieza apropiadas y stas tambin perdern su lustre y brillo en cuidado normal. Se Puede Prevenir nicamente el fabricante puede prevenir daos a los bordes durante lavado profesional posterior utilizando todos los bor- des decorativos que sean compatibles con procedimientos de cuidado apropiados. Cuando no hay etiquetas de cuidado unidas el limpiador profesional va a procesar la prenda de acuerdo a las normas establecidas para el tipo de tela y estilo. Si la etiqueta de cuidado del fabricante est unida el limpiador profesional va a seguir esas instrucciones de cuidado. Quin Es Responsable Todo borde decorativo debe ser resistente al proceso de cuidado recomendado en la etiqueta de cuidado. Por lo tanto cuando la prenda ha sido limpiada apropiadamente de acuerdo a normas aceptables y cualquiera de los compo- nentes unidos an sufre dao entonces nicamente el fabricante puede ser considerado responsable. Hay Algn Remedio Desafortunadamente el deslustrado del acabado reflector en el borde decorativo no puede ser corregido. El borde decorativo en el frente de ste traje cambi drstica- mente durante lavado en seco apropiado segn la etiqueta. stas piedras plsticas perdieron su acabado de brillantez de espejo cuando fueron lavadas profesionalmente. MARCHAPRIL 2016 37 What Is The Problem During normal expected wear and care the inner material bonded to the shell fabric to aid in style shape andor body separates shrinks and thus creates puckers on the surface. What Does It Look Like Many garments have facing materials fused to the underside of the outside fabric in either local areas or all over to im- prove the stability appearance and hand. When this inter- facing material separates from the fabric it was bonded to the garment appears bubbled or blistered in these areas. What Caused It Interfacing separation can be caused by any number of defi- ciencies in manufacturing. It could be due to insufficient time temperature or pressure used in the construction process. Another reason is that not all fusible materials are compatible with the base fabric and thus will not form a durable bond. In still other cases the materials used may have different rates of relaxation shrinkage resulting in puck- ered and bubbled fabric after professional cleaning. Can It Be Prevented The methods used to bond all the component materials to- gether must be durable to expected conditions of normal wear and repeated care processes for a reasonable life expectancy. Also the fabric manufacturer must use base fabrics and fusible interfacing materials that are compatible and thus will last. Who Is Responsible The cleaner cannot predict or prevent such damage during the cleaning process. Therefore in the case of newer gar- ments the garment manufacturer would be responsible for using materials andor methods of construction that could not withstand normal circumstances of expected wear and later professional cleaning without damage. Is There A Remedy Although extensive professional pressing procedures may tem- porarily improve the appearance of some garments many oth- ers cannot be safely and satisfactorily restored. And even when the cleaner improves the appearance the puckering will most likely reappear after subsequent cleaning. Fusible Interfacings Come Apart By Jim Kirby DLI Textile Analyst TABST E X T I L E A N A LY S I S B U L L E T I N S E R V I C E BULLE TIN NO.464 This skirt bubbled drastically during proper drycleaning as labeled. The interfacing bonded to the fronts of this suit jacket sepa- rated in cleaning and these areas are now blistered. 38 FABRICARE BULLE TIN Entretelas Fusibles se Despegan Cul Es El Problema Durante uso normal esperado y cuidado el material interno fusionado al armazn de la tela para ayudar en estilo forma yo cuerpo se separan encogen y en consecuencia crea frun- cido en la superficie. Cmo Se Ve Muchas prendas tienen materiales de revestimiento fusiona- dos al envs de la tela exterior ya sea en reas locales o en todas partes para mejorar la estabilidad apariencia y ayuda. Cuando ste material de entretelas se separa de la tela a la que estaba fusionada la prenda parece como con burbujas o am- pollas en esas reas. Que Lo Caus La separacin de revestimiento puede ser causada por cualquier nmero de deficiencias en la fabricacin. Podra ser debido a tiempo insuficiente temperatura o presin utilizada en el proceso de construccin. Otra razn es que no todos los materiales fusibles son compatibles con la tela de base y en consecuencia no van a formar una unin duradera. En otros casos los materiales utilizados pueden tener diferentes velocidades de relajacin de contraccin resultando en telas fruncidas y con burbujas despus de lavado profesional. Se Puede Prevenir Los mtodos para unir todos los materiales de los compo- nentes juntos deben ser duraderos a condiciones esperadas de uso normal y procesos de cuidado repetidos por una expec- tativa de vida razonable. Adems el fabricante de las telas debe utilizar telas de base y materiales de revestimiento fusibles que sean compatibles y en consecuencia puedan durar. Quin Es Responsable El limpiador profesional no puede predecir o prevenir tales daos durante el proceso de lavado. Por lo tanto en el caso de prendas ms nuevas el fabricante de las prendas sera re- sponsable por utilizar materiales yo mtodos de construc- cin que no pueden soportar circunstancias normales de uso esperado y lavado profesional posterior sin daos Hay Algn Remedio Aunque procedimientos de prensado profesional extensos puedan mejorar temporalmente la apariencia de algunas prendas muchas otras no pueden ser restauradas de forma se- gura y satisfactoria. Y aun cuando el limpiador profesional mejore la apariencia lo ms probable es que el fruncido apare- cer despus de lavado posterior. By Jim Kirby DLI Textile Analyst TABST E X T I L E A N A LY S I S B U L L E T I N S E R V I C E NO.464SP Esta falda se ha burbu- jeado drsticamente durante lavado en seco apropiado segn la etiqueta de cuidado. El revestimiento fusionado a las partes frontales de esta chaqueta de traje se separ en el lavado y estas reas estn cubiertas de ampollas.