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Figure 3-6.—Flow process chart showing proposed revised method.
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Figure 3-7.—Sample laundry schedule.
in   document   flow,   for   example,   you   could examine the preparation and processing of a pro- curement   document. ESTABLISHING  WORK  SCHEDULES In  addition  to  analyzing  and  recommending changes  in  work  flow,  your  duties  will  probably include  the  establishing  of  a  work  schedule  for a service operation. What factors should you use in preparing this schedule? For example, some of the  factors  that  you  must  consider  in  a  laundry operation  are  as  follows: 1.  Amount  of  work  that  must  be  processed weekly 2.  Capacity  of  your  laundry  equipment a.   Washer-extractors b.  Tumbler  dryers c.   Flatwork   ironer d.  Laundry  presses 3.  Number  and  competence  of  your  laundry crew Let’s now consider these factors and find out why each of them has a bearing on your laundry schedule. AMOUNT  OF  WORK  PROCESSED WEEKLY Your   ship’s   laundry   facilities   should   be adequate  to  process  24  pounds  of  laundry  per accommodation  per  week.  If  your  ship  is  a  sur- face  ship  with  more  than  100  accommodations (crew   plus   troops),   then   your   ship   should   be provided with laundry facilities that are capable of meeting the following minimum requirements within  a  96-hour  laundry  operations  week: 1.   Provide   one   change   of   work   clothing, underwear,   socks   and   one   towel   per   day   per accommodation. 2.  Provide  one  change  of  berth  linen  per accommodation  and  one  change  of  officer  and CPO  dining  facility  linen  per  week. 3.  Finish  press  three  uniform  shirts  and trousers   per   officer   and   CPO/SNCO   (E7-E9) accommodation   per   week. 4.  Finish  press  one  dress  uniform  shirt  and trouser per accommodation per crew (plus troops) per  week. To  get  a  rough  idea  of  how  much  work  your laundry  may  be  required  to  process  weekly,  you should  obtain  the  total  number  of  your  ship’s  crew and  multiply  that  number  by  24  (the  average number  of  pounds  of  laundry  that  may  be  ex- pected  to  be  processed  weekly  for  each  member of  a  crew).  For  example,  if  your  ship  has  a 3,000-member officer and enlisted crew assigned for  duty,  your  laundry  workload  for  each  week would  be  approximately  72,000  pounds  (3,000 x 24). You can anticipate that approximately 80% of   your   workload   will   require   tumble   drying, approximately  2%  will  require  flatwork  ironing, and  around  18%  will  require  pressing. CAPACITY   OF   LAUNDRY EQUIPMENT The  capacity  of  your  equipment  determines how  much  tumbled  work,  flatwork,  and  press work your laundry operation can handle in 1 day. The capacity of your equipment depends not only on  the  rated  capacity  but  also  on  the  efficiency and  size  of  your  laundry  crew  as  you  will  learn next. For example, if you have six centers for pro- duction  and  ony  four  people  to  operate  these centers, then you will have two units that will be idle  at  any  given  time. SIZE  AND  COMPETENCE  OF THE   LAUNDRY   CREW Laundering is one of the shipboard jobs that must be done whether you have sufficient person- nel or not, For the most part, your problem will be one of scheduling. You need to make the best use  of  your  available  personnel,  and  you  should try to spread the workload as fairly as possible. Keep  in  mind  that  all  operations  should  be SUPERVISED   BY   TRAINED   PERSONNEL, however,  your  trained  personnel  need  not  PER- FORM  all  the  tasks. BEST  TYPE  OF  LAUNDRY SCHEDULE The best type of laundry schedule is the one that  best  fulfills  the  laundry  requirements  of  your ship. Daily schedules have been successfully used by some ship’s laundries; that is, a portion of the laundry  from  each  division  is  delivered  to  the laundry  each  day  for  processing  instead  of  once or twice per week. The problem of stowing soiled bundles—always a troublesome one—is partially eliminated  by  a  daily  schedule.  The  amount  of work  in  process  is  also  reduced,  and  better delivery schedules can be developed. In addition, daily  scheduling  of  division  laundry  eliminates  bad odors in living quarters from soiled clothing and definitely  helps  morale.  On  the  other  hand,  the laundry workload on some ships may not justify a   daily   schedule—the   amount   of   water   and 3-11

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