THE IDEAL LAUNDRY SCHEDULE

The ideal schedule fulfills the laundry requirements aboard your ship. Fulfilling these requirements entails a trial and error period where you adjust the schedule until requirements are met. Since the factors that determine a laundry schedule vary, it is difficult and impractical to give you a schedule; however, we will give you the facts and groundwork for making a schedule.

Some laundries use the daily schedule (fig. 7-3). This type of scheduling allows the bulk lots

Figure 7-3.-Daily laundry schedule.

to be delivered daily instead of once or twice a week. This is not only an easier way of scheduling operations, but it eliminates the stowage of soiled clothing in the berthing spaces and the odors associated with them. The main problem with the daily schedule is delivery and pickup. You must have complete control of delivery and pickup. As the laundry supervisor, you should have the names of each divisional laundry petty officer to make sure the laundry is picked up and delivered on time. If the laundry is not picked up and delivered by a division daily, you will run into a light load on one day and a heavy load on another day. Laundry that is not picked up daily will eventually become cluttered with soiled laundry and cause an unsanitary condition.

On some ships, the daily schedule may not fit the requirements of the laundry. This may be due to heavy workloads, lack of water, steam, or broken equipment. In any case, you have to prepare a schedule to fit your laundry capabilities. Computing your laundry capabilities can be simplified by using the laundry worksheet illustrated in figure 7-4. Use the following steps when computing your capabilities:

1. Enter the crew size and multiply by 24 to arrive at how much laundry you should be capable of processing a week.

2. Enter the number of officers and chief petty officers aboard.

3, Enter the number of laundry crew (you should have approximately 1 laundryman for each 75 to 100 crew members).

4. Enter the total number of washer extractors, tumbler dryers, and three press operator stations aboard.

5. Multiply the number of installed washer extractors by their weight capacity. Since the production standard for a washer extractor is one load an hour this figure will tell you how much you can expect to wash in an hour.

6. Multiply that hourly figure by 96 and it will tell you how much you can wash in a 96-hour workweek.

7. Multiply the number of installed dryers by their weight capacity. Since the production standard for a dryer is two loads an hour multiply the figure you arrive at by 2 and this will give you your hourly drying capacities.

8. Multiply this figure by 96 to arrive at your drying capabilities for a 96-hour workweek.

9. Since the production standard for a three-press operator station is 20 shirts or trousers per hour, multiply the number of three-press

Figure 7-4.-Laundry worksheet.

operator stations by 20. This figure tells you how much you can press per hour.

10. Multiply this hourly total by 96 and it will give you your pressing capabilities for a 96-hour workweek.

11. Determine your daily workload by taking the total pounds done in a week (24 times crew size) and divide it by the number of days your laundry works a week.

12. Determine your pressing requirements by multiplying total officers and CPOs by 6 to arrive at the approximate total of shirts and trousers you will press in a week.

Follow the steps in figures 7-5 and 7-6 (use these figures for examples only) and see how the

Figure 7-5.-Laundry worksheet (example).

Figure 7-6.-Laundry schedule (example). 7-7

laundry schedule is computed on a ship with 1,500 crew members. Your weekly workload is 36,000 pounds and your daily workload is 7,200 pounds. You are well within your laundry capabilities because your laundry can wash and dry more than 36,000 pounds in a 96-hour workweek. Therefore, your workweek will be considerably less than 96 hours. Your pressing capabilities are also more than adequate.

Now that you have determined your laundry capabilities, your next step would be to determine the number of personnel in each division. This may be a difficult task on a ship as large as a carrier. The best thing to do is schedule a meeting of all divisional laundry petty officers and let them underway workload. Changing conditions such as underway periods should have a limited effect on your laundry schedule when the above scheduling method is used.

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