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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
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