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Chapter 7 Laundry Scheduling and Quality Assurance
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Figure 7-2.—Laundry summary sheet.
bulk  and  individual  lots  into  the  laundry.  You must  make  sure  the  lots  are  carefully  routed through  the  laundry  so  the  work  can  be  completed on time. The standard time for completing these lots  is  24  to  72  hours.  Scheduling  work  in  the laundry  is  based  on  the  following  factors: Number  of  personnel  aboard Number   and   competence   of   laundry personnel Processing   standards Capacity   of   equipment Equipment   production   standards Past  records SIZE  AND  COMPETENCE  OF LAUNDRY   CREW Statistically  there  should  be  1  laundryman  for 75 to 100 crew members. Normally, this does not happen  and  additional  nonrated  personnel  are required to operate the laundry. These personnel may  come  as  strikers  or  detailed  similar  to foodservice  attendants  in  the  general  mess.  If shortages  of  personnel  occur,  the  schedule  may have to be adjusted to meet laundry capabilities. The   supply   officer   will   advise   the   chain   of command  when  the  number  of  strikers  is  not adequate  to  support  the  ship’s  store  operation. The  competence  of  laundry  personnel  working for  you  should  also  be  considered.  For  the  laundry to  operate  properly,  qualified  personnel  should always  be  available,  and  time  should  be  spent training less experienced laundry personnel. You should  make  sure  that  your  personnel  have  access to publications that explain the basic fundamentals of   laundry   operation.   The   NAVRESSO   fleet assistance  team  is  also  available  to  help  in  any problem  areas,  and  this  should  improve  your laundry  operation.  The  fleet  assistance  team  is discussed  completely  in  the  NAVSUP  P-487. PROCESSING  STANDARDS The minimum processing standards based on a 96-hour laundry workweek include the following: Provide   one   change   of   work   clothing, underwear,  socks,  and  one  towel  per  day,  per accommodation Provide  one  change  of  berth  linen  (per accommodation)  and  one  change  of  officer  and CPO  dining  facility  linen  per  week Finish press three work uniform shirts and trousers  per  officer  and  CPO/SNCO  accommo- dation  per  week Finish press one dress uniform shirt and trou- sers  per  crew  (plus  troops)  accommodation  per  week Provide  sufficient  wash  and  utility  press capability  consistent  with  accommodation  require- ments  on  surface  ships  with  embarked  Marine Corps  detachments Have laundry capacities capable of supple- menting  facilities  of  tended  ships  in  addition  to the requirements of their own ship’s company on tenders and repair ships The above standards amount to 24 pounds of laundry,  per  crew  member,  per  96-hour  workweek (minimum standards). It can be anticipated that approximately  80  percent  of  the  workload  will require  tumble  drying,  20  percent  pressing,  and 2  percent  of  this  pressing  workload  will  be flatwork  if  available. EQUIPMENT  PRODUCTION STANDARDS The  capacity  and  production  capabilities  of your equipment are also considered in scheduling laundry   work. The   equipment   capacity   is determined  by  the  manufacturer.  Equipment should not be overloaded or used in a manner that would  increase  the  possibility  of  damage.  The equipment  production  standards  are  the  opera- tional  capabilities  of  one  particular  piece  of equipment  in  a  given  period  of  time.  This  may vary depending on the operator’s ability and the condition and arrangement of the equipment and utilities.  The  average  production  standards  are based  on  reviews  of  past  laundry  records: Washer/extractor—  1  load  per  hour Dryers—2  loads  per  hour Shirts (shirt set of three presses)—20 per operator  hour  (poh) Trousers  (trousers  set  of  three  presses)—20 poh Shirts single press 554— 12 poh Trousers  single  press  554—9  poh PAST  RECORDS Records of work previously done in the bulk work and press deck logs should be considered when you are making the laundry schedule. The bulk work logs tell you how much bulk work was done previously. The  press  deck  logs  tell  you  how  much  press  work was   done   previously.   If   the   previous   laundry supervisor kept a weekly laundry summary sheet of all this work, you will already have a summary. This summary sheet is illustrated in figure 7-2. 7-2

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