Model Coverall Article
Model Makes Automated Garment Sorting a Reality
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
- Copyright 2010 Virtual Interconnect, LLC and its licensors. All rights reserved.
