Close associates reflect on a life of achievement and service
When asked why Mohenis Services, Inc. CEO Donald Struminger has been so successful, TRSA President and industry veteran Roger Cocivera describes a visit to one of Struminger’s plants in Philadelphia.
Pacesetter
In each of Struminger’s seven plants, Cocivera said, there is a three-ring binder that explains—in precise detail based on Struminger’s hands-on experience—how various operations should run. While visiting the plant with Struminger, Cocivera said that, “He noticed that the belts on one of the flatwork ironers were not the kind specified in the manual. He asked the plant manger, ‘Why aren’t you using the right belts?’ The manager said, ‘I couldn’t get the specified kind and I had to have something.’ So Donald said, ‘If you can’t get them, you should pick up the phone and call me. I’ll get them.’”
Cocivera said that Struminger wanted the manager to understand that he wanted his plants run, ‘by the book,’ i.e., in accordance with the manuals on file in each facility. Maintaining this level of discipline and consistency is fundamental to Struminger’s quest for excellence, says Cocivera. “In every plant there’s a manual,” he says. “In that manual is everything that can happen in that plant. If he finds something better, he’ll change it. Donald Struminger has been successful because he pays close attention to his business. He’s always tried to stay one step ahead of the times. He kind of sets the pace on things.”
Struminger’s drive for excellence over 46 years reflects personal qualities that have fueled his success, said colleagues and a family member contacted for this article. In June, TRSA recognized Struminger’s life of achievement by naming him the winner of the Textile Rental Member Achievement Award for 2007.
Lint in his blood
Two institutions that have contributed to Struminger’s outlook on textile services management include his training as a professional engineer and his service in the U.S. Army. Of the former, Struminger said that his education at Carnegie Mellon University in Pittsburgh taught him how to think critically about problems in the plant and beyond (see related story, pg. 45). His service in the U.S. Army Corps of Engineers, where he reached the rank of captain, reinforced his appreciation for discipline and attention to detail.
But Struminger’s passion for the industry is an equally important ingredient in his success, say close associates. “He’s a guy that really loves what he does,” says son David Struminger, who serves as president and COO of Mohenis. “It shows in his work. Our business is almost like another member of the family. His pride is watching it grow and watching our managers grow. He takes a lot of pride in people who are now retiring that he was working with when he first came on with the company. Watching their success. I enjoy it too. Seeing people who are doing things they never thought they could do. And knowing that you were part of teaching them the industry, so that they get lint in their blood. I think that’s what he really likes to do.”
Longtime colleague Bernie Gitlow, a semiretired laundry executive whose family grew up with the Strumingers in New York, adds, “I think one of the beauties of Donald is that he really loves the industry.” The name of the family business, Mohenis Services Inc., comes from a combination of the names of three founding brothers, Moe, Henry and Irving Struminger. The latter brother was Donald’s father. He relocated in 1941 to Petersburg, VA, and joined brother Henry who started Virginia Linen Service in 1934 when the brothers purchased the Virginia Coat, Apron and Linen Supply Co. The third brother, Moe, was president of the Linen Supply Association of America (LSAA—renamed TRSA in 1979) from 1949-’51.
The Struminger tradition of industry leadership is reflected in Donald’s distinguished record. He has served as TRSA president, treasurer, Board Member, committee chairman and in various other key roles. Gitlow described Struminger as both a “fabulous leader,” and a “very highly disciplined, organized guy.”
Struminger has given generously to his community as well. His volunteer work includes chairing the United Fund and the Kiwanis Crippled Children’s Clinic, serving as Chairman of the Board of an area hospital and as president of his synagogue, among other organizations.
Politics is another of Struminger’s key interests. A member of TRSA’s Government Committee, he has testified before Congress and hosted plant tours for federal lawmakers. “He’s always enjoyed the association work,” says Gitlow. “And he’s been excellent at the politics, Washington politics for the industry.’”
Cocivera added, “He’s constantly been involved in TRSA. He has always been innovative in his thinking. He’s always bringing in new stuff. He wants to continue to learn. He reads. He gets every trade magazine in the world. He says, ‘This is how they are doing it in Europe. Why aren’t we doing it here?’”
Fueling growth
Gitlow and others described Struminger as an independent thinker who works for the good of his company, the industry and the association. “He’s always been a maverick in the industry,” says Gitlow. “In other words, he’s always been for TRSA.”
TRSA Counsel Steve Fellman adds, “I’ve had the opportunity to work with three generations of Strumingers. I think Donald is tremendously innovative and constantly questioning what he’s doing and how he’s doing it and how things can be done better. He has a passion about this industry. He has written more letters to TRSA than any four or five individuals combined. It’s not an issue of whether he’s always right, or he’s always wrong, but he always wants to improve as to where we are. He’s always trying to increase the efficiency, the market share of the industry.”
David credits his father with helping to foster improved standardization of commercial laundry processes, both in his company and—through TRSA—for the industry at large. “That was one of the things that he brought to our company,” says David. “He brought a lot of standardization, consistency in our plant operations. I think that carried forward with TRSA to come up with standards for the industry as a whole.”
Among other improvements Struminger has led since he began his career in 1961 is pioneering work in synthetic fabrics. Specifically, he was a leader in the move from 100% cotton uniforms to apparel made from 65/35 poly-cotton blended fabric. This shift included the introduction of steam tunnels instead of presses for garments. Struminger also oversaw his company’s development of Profit Oriented Cost Analysis (POCA), a profitability by account program that helped Mohenis managers better understand and control costs and price properly. Struminger sold this program to other textile service companies to help the industry improve efficiency and grow its market share.
Struminger believes the industry constantly must focus on improving customer service as well. “He prides himself on being a company that will provide very good service,” says Fellman. “He is very customer oriented. And I think he has a very good level of customer loyalty. He has a standard of excellence.”
Struminger’s focus on continuous improvement in all these areas and others has fueled Mohenis’ growth. Today, the company covers a market area from Virginia Beach, VA, to Cincinnati; and from Philadelphia to Greensboro, NC.
Tough but fair
Norvin Pellerin, the retired founder of Pellerin Milnor Corp., sold and serviced his company’s equipment to Struminger for many years. He described Struminger as, “One of the smartest, best-informed laundry owner/operators that I’ve ever met.” As a customer, Pellerin said Struminger’s expectations were “short of perfection, by about 1 millimeter, I guess. He’s a good engineer and he knows machinery very well.”
Pellerin added, “He’s one of the toughest people I’ve ever done business with, but fair.” While always demanding the very best from vendors, Pellerin said Struminger would agree to ‘take another tack’ if a request or suggestion proved unworkable or uneconomical. David notes that vendors who work with his father come away with useful knowledge. “I haven’t met a vendor that hasn’t learned something from their experiences with our company and with my dad,” David says. “He’s very insightful. He knows which questions to ask. A lot of people just don’t; they take it for granted.”
Pete Pano, a retired consultant who has worked with Donald Struminger, described him as knowledgeable, but not dogmatic. “He has strong feelings toward the plant itself and how it should be run. And the efficiency of the plant. He’s a very detailed person.” But if a manager questioned a practice in the plant and could offer a convincing alternative, Struminger could agree to make changes, Pano said.
Tremendous asset
Fellman tells a story that brings into sharp relief Struminger’s maverick quest for excellence. “He and I have the same model boat,” said Fellman. “And when he heard that I had gotten the same model that he has, he gave me a checklist to go through before I put the boat in the water every time I use it. We both have powerboats, about 27 feet long. If I went through each of the steps that he said to go through before I went on the water, it would take me at least an hour and a half. And coming back it would take me two hours.
“But he’s right. You should do those things. But it’s like, when’s the last time you checked your oil in your car? Or checked the fluid in your battery? On a boat you really should do those things. Now I do those things once every two or three times I go out. He does them every time. He’s a perfectionist. But he’s always thinking. That’s the important thing. He always wants to press the envelope. I think that’s why he’s such a tremendous asset.”
And what of the future? David says his father doesn’t intend to retire, and that’s fine with him. “Everyone has this idea of how tough he is and how miserable it must be. Are the expectation levels set high? Of course. I just think he’s very fair. He’s given me a lot of freedom to do what I do. But he’s been a very good teacher and mentor. I always say to everyone who wants to know when I’m going to push my dad out, or when he’s going to retire, that first of all, good help is hard to find. And second, I’ll never be able to replace all those years of knowledge and experience because of his exposure to this industry. And unfortunately a lot of guys like him are disappearing.”
By Jack Morgan, September 2007, TRSA