THE SHIP'S LAUNDRY

The ship's laundry operates on a workflow concept. Figure 7-1 illustrates the workflow of

Figure 7-1.-Laundry workflow. 7-1

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 l 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 

l Finish press three work uniform shirts and trousers per officer and CPO/SNCO accommodation per week 

l Finish press one dress uniform shirt and trousers per crew (plus troops) accommodation per week 

l Provide sufficient wash and utility press capability consistent with accommodation requirements on surface ships with embarked Marine Corps detachments

. Have laundry capacities capable of supplementing 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 operational 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:

l Washer/extractor- 1 load per hour

l Dryers-2 loads per hour

l Shirts (shirt set of three presses)-20 per operator hour (poh)

l Trousers (trousers set of three presses)-20 poh Shirts single press 554- 12 poh Trousers single press 554-9 poh l l

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.

Figure 7-2.-Laundry summary sheet.

If the previous laundry supervisor did not keep this summary sheet, or did not keep the laundry logs properly, it may make your preparation of the laundry schedule more difficult. In this case, use your past experiences plus other factors that determine laundry scheduling to prepare a workable and effective schedule. You may have to adjust the schedule periodically for smooth operations.

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