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by
Marzio Nava
For over forty years, the Severgnini family has been a driving force in the laundry sector, blending an innovative organizational model with a strong technological focus and an enduring entrepreneurial vision. Marco and Stefano Severgnini, managers of Lavanderia Clean Center, with facilities in Piacenza and Casalpusterlengo, offers an insight about the profound evolution of a sector undergoing profound transformation.
To begin, can you tell us origins and early development of your business?
"The company's journey began in 1978 with a traditional laundry opened by our parents in Casalpusterlengo (close to Lodi). Since then, our path has been marked by continuous evolution. We have always adapted to market demands. A significant competitive advantage stemmed from our father Angelo Severgnini's expertise in system construction, enabling the company to maintain technological relevance and perform critical production interventions" .
From a widespread network across the territory to a centralized model, you mentioned...
“The 1980s and 1990s saw the company operate an extensive network of up to 13 service points across Emilia-Romagna and Lombardy. However, this model proved increasingly complex to manage. The pivotal shift occurred in 1999 with the establishment of a large, autonomous, and highly productive collection and processing center in Piacenza. The real leap in quality, however, occurred in the mid-2000s with the introduction of automated systems from Metalprogetti. This allowed us to double our processing volumes without increasing our physical space or personnel." Today, the network comprises four locations three in Piacenza and one in Casalpusterlengo each operating as an independent, yet standardized, unit capable of managing washing, ironing, and logistics autonomously”.
Let's delve into the production reality with some numbers...
“The historic facility located on Via Taverna in Piacenza processes upwards of a thousand garments daily, with an annual average reaching 250.000 items. Other locations handle slightly lower volumes, while the new, industrially designed, and highly automated facility targets over 300.000 garments annually. 
This ambitious target is supported by the implementation of a 24/7 service, significantly expanding operational hours and attracting a broader clientele, including commuters and residents from surrounding areas. Availability, in addition to evening hours, is also extended by the possibility of delivery and pickup on Saturdays and Sundays, as well as on holidays, representing a real added value”.
Have you focused on a high-technology and standardization model?
“A cornerstone of Clean Center's operational philosophy is total process standardization. Each service point utilizes identical machinery, programs, and operating procedures. This uniformity ensures personnel interchangeability across locations, boosting flexibility and efficiency”.
What investments have you made?
“Investments are strategically channeled into automation. Automatic bagging systems, computerized garment management, and advanced Trevil ironing machinery are key. These technologies reduce errors, save time, and lessen reliance on specialized labor, simplifying operations and ensuring the system's sustainability, particularly in a challenging labor market."
How do you manage the issue of labor and generational change in the company?
“Personnel remains a significant challenge in the sector, and Clean Center is no exception. The difficulty in attracting and retaining staff, especially younger individuals, has prompted a complete reevaluation of work organization. With an average employee tenure of just over a year, the company's strategy focuses on minimizing the need for highly specialized skills. Our machinery enables even inexperienced personnel to quickly achieve proficient operational levels. Concurrently, the company prioritizes employee well-being through climate-controlled environments, ergonomic workstations, and optimized processes”.
Are we facing a new model?
“The model we propose breaks with the traditional image of a laundry. The new sales points are designed to make the entire production process visible to the customer, focusing on transparency and trust. We have launched the 'laundry on display' concept, meaning that from the entrance, you can see all the production phases through the large glass front. Speed is another key element of our service with garments ready even on the same day and a balance between quality and price. The washing processes are highly controlled and involve the use of advanced sanitization systems designed by COS , developed over time in collaboration with other suppliers”.
Lo sviluppo dell’ecommerce ha creato nuove esigenze nella clientela?
“The rise of e-commerce has also reshaped customer expectations, with a growing demand for immediate results and full refunds even for minor issues. This mentality presents a significant challenge for businesses like ours. Compounding this is a perceived decline in garment quality, with synthetic materials often complicating maintenance. Clean Center addresses this by attempting to preempt issues and carefully vetting incoming garments, acknowledging their resource limitations compared to large e-commerce platforms, like Amazon. The laundry business has changed and will continue to evolve, they conclude. The future lies in technology, efficiency, and the agility to adapt to a constantly changing market."
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DETERGO MAGAZINE # JUNE 2026
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