DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.

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NONRESIDENTTRAININGCOURSE

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July 1990

Ship’s Serviceman 3NAVEDTRA 14239�

DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.

Although the words “he,” “him,” and“his” are used sparingly in this course toenhance communication, they are notintended to be gender driven or to affront ordiscriminate against anyone.

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PREFACE

By enrolling in this self-study course, you have demonstrated a desire to improve yourself and the Navy.Remember, however, this self-study course is only one part of the total Navy training program. Practicalexperience, schools, selected reading, and your desire to succeed are also necessary to successfully roundout a fully meaningful training program.

COURSE OVERVIEW: In completing this nonresident training course, you will demonstrate aknowledge of the subject matter by correctly answering questions on the following: organization andsecurity of supply afloat; operation of the sales outlets; stowage and custody of ship’s store stock; customerservice in the afloat barbershop; operation of the ship’s laundry and dry-cleaning plant; and generalmaintenance of ship’s store equipment.

THE COURSE: This self-study course is organized into subject matter areas, each containing learningobjectives to help you determine what you should learn along with text and illustrations to help youunderstand the information. The subject matter reflects day-to-day requirements and experiences ofpersonnel in the rating or skill area. It also reflects guidance provided by Enlisted Community Managers(ECMs) and other senior personnel, technical references, instructions, etc., and either the occupational ornaval standards, which are listed in the Manual of Navy Enlisted Manpower Personnel Classificationsand Occupational Standards, NAVPERS 18068.

THE QUESTIONS: The questions that appear in this course are designed to help you understand thematerial in the text.

VALUE: In completing this course, you will improve your military and professional knowledge.Importantly, it can also help you study for the Navy-wide advancement in rate examination. If you arestudying and discover a reference in the text to another publication for further information, look it up.

1990 Edition Prepared bySHCS(SW) Kenneth E. Holl

Published byNAVAL EDUCATION AND TRAINING

PROFESSIONAL DEVELOPMENTAND TECHNOLOGY CENTER

NAVSUP Logistics Tracking Number0504-LP-026-8760

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Sailor’s Creed

“I am a United States Sailor.

I will support and defend theConstitution of the United States ofAmerica and I will obey the ordersof those appointed over me.

I represent the fighting spirit of theNavy and those who have gonebefore me to defend freedom anddemocracy around the world.

I proudly serve my country’s Navycombat team with honor, courageand commitment.

I am committed to excellence andthe fair treatment of all.”

CONTENTS

CHAPTER

l. Organization and Security

2. Operation of the Sales Outlets

3. Stowage

4. Barbershop Service

5. The Ship’s Laundry

6. The Dry-cleaning Operation

APPENDIX

I. Glossary

II. Standards of Conduct

III. References

Page

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2-1

3-1

4-1

5-1

6-1

AI-I

AII-1

AIII-1

I N D E X . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . I N D E X - 1

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INSTRUCTIONS FOR TAKING THE COURSE

ASSIGNMENTS

The text pages that you are to study are listed atthe beginning of each assignment. Study thesepages carefully before attempting to answer thequestions. Pay close attention to tables andillustrations and read the learning objectives.The learning objectives state what you should beable to do after studying the material. Answeringthe questions correctly helps you accomplish theobjectives.

SELECTING YOUR ANSWERS

Read each question carefully, then select theBEST answer. You may refer freely to the text.The answers must be the result of your ownwork and decisions. You are prohibited fromreferring to or copying the answers of others andfrom giving answers to anyone else taking thecourse.

SUBMITTING YOUR ASSIGNMENTS

To have your assignments graded, you must beenrolled in the course with the NonresidentTraining Course Administration Branch at theNaval Education and Training ProfessionalDevelopment and Technology Center(NETPDTC). Following enrollment, there aretwo ways of having your assignments graded:(1) use the Internet to submit your assignmentsas you complete them, or (2) send all theassignments at one time by mail to NETPDTC.

Grading on the Internet: Advantages toInternet grading are:

• you may submit your answers as soon asyou complete an assignment, and

• you get your results faster; usually by thenext working day (approximately 24 hours).

In addition to receiving grade results for eachassignment, you will receive course completionconfirmation once you have completed all the

assignments. To submit your assignmentanswers via the Internet, go to:

http://courses.cnet.navy.mil

Grading by Mail: When you submit answersheets by mail, send all of your assignments atone time. Do NOT submit individual answersheets for grading. Mail all of your assignmentsin an envelope, which you either provideyourself or obtain from your nearest EducationalServices Officer (ESO). Submit answer sheetsto:

COMMANDING OFFICERNETPDTC N3316490 SAUFLEY FIELD ROADPENSACOLA FL 32559-5000

Answer Sheets: All courses include one“scannable” answer sheet for each assignment.These answer sheets are preprinted with yourSSN, name, assignment number, and coursenumber. Explanations for completing the answersheets are on the answer sheet.

Do not use answer sheet reproductions: Useonly the original answer sheets that weprovide—reproductions will not work with ourscanning equipment and cannot be processed.

Follow the instructions for marking youranswers on the answer sheet. Be sure that blocks1, 2, and 3 are filled in correctly. Thisinformation is necessary for your course to beproperly processed and for you to receive creditfor your work.

COMPLETION TIME

Courses must be completed within 12 monthsfrom the date of enrollment. This includes timerequired to resubmit failed assignments.

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PASS/FAIL ASSIGNMENT PROCEDURES

If your overall course score is 3.2 or higher, youwill pass the course and will not be required toresubmit assignments. Once your assignmentshave been graded you will receive coursecompletion confirmation.

If you receive less than a 3.2 on any assignmentand your overall course score is below 3.2, youwill be given the opportunity to resubmit failedassignments. You may resubmit failedassignments only once. Internet students willreceive notification when they have failed anassignment--they may then resubmit failedassignments on the web site. Internet studentsmay view and print results for failedassignments from the web site. Students whosubmit by mail will receive a failing result letterand a new answer sheet for resubmission of eachfailed assignment.

COMPLETION CONFIRMATION

After successfully completing this course, youwill receive a letter of completion.

ERRATA

Errata are used to correct minor errors or deleteobsolete information in a course. Errata mayalso be used to provide instructions to thestudent. If a course has an errata, it will beincluded as the first page(s) after the front cover.Errata for all courses can be accessed andviewed/downloaded at:

http://www.advancement.cnet.navy.mil

STUDENT FEEDBACK QUESTIONS

We value your suggestions, questions, andcriticisms on our courses. If you would like tocommunicate with us regarding this course, weencourage you, if possible, to use e-mail. If youwrite or fax, please use a copy of the StudentComment form that follows this page.

For subject matter questions:

E-mail: n313.products@cnet.navy.milPhone: Comm: (850) 452-1001, Ext. 2167

DSN: 922-1001, Ext. 2167FAX: (850) 452-1370(Do not fax answer sheets.)

Address: COMMANDING OFFICERNETPDTC N3136490 SAUFLEY FIELD ROADPENSACOLA FL 32509-5237

For enrollment, shipping, grading, orcompletion letter questions

E-mail: fleetservices@cnet.navy.milPhone: Toll Free: 877-264-8583

Comm: (850) 452-1511/1181/1859DSN: 922-1511/1181/1859FAX: (850) 452-1370(Do not fax answer sheets.)

Address: COMMANDING OFFICERNETPDTC N3316490 SAUFLEY FIELD ROADPENSACOLA FL 32559-5000

NAVAL RESERVE RETIREMENT CREDIT

If you are a member of the Naval Reserve, youmay earn retirement points for successfullycompleting this course, if authorized undercurrent directives governing retirement of NavalReserve personnel. For Naval Reserve retire-ment, this course is evaluated at 11 points.(Refer to Administrative Procedures for NavalReservists on Inactive Duty, BUPERSINST1001.39, for more information about retirementpoints.)

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Student Comments

Course Title: Ship’s Serviceman 3

NAVEDTRA: 14239 Date:

We need some information about you:

Rate/Rank and Name: SSN: Command/Unit

Street Address: City: State/FPO: Zip

Your comments, suggestions, etc.:

Privacy Act Statement: Under authority of Title 5, USC 301, information regarding your military status isrequested in processing your comments and in preparing a reply. This information will not be divulged withoutwritten authorization to anyone other than those within DOD for official use in determining performance.

NETPDTC 1550/41 (Rev 4-00

CHAPTER 1

ORGANIZATION AND SECURITY

This training manual has been prepared formembers of the Regular Navy and Naval Reservein the Ship’s Serviceman (SH) rating who arepreparing for advancement to Ship’s Servicemanthird class (SH3).

Ship’s Servicemen operate and manage resaleactivities such as ship’s stores, commissary stores,and Navy exchanges; service activities of the ship’sstores and Navy exchanges such as laundry anddry-cleaning facilities, vending machines, snackbars, and barbershops; and they perform clericaland stock control functions for all activitiesoperated.

As an SH3, you will work primarily as a salesoutlet operator, bulk storeroom custodian,barber, or laundryman. The majority of thesebillets are aboard ship, so the afloat proceduresshould be your main concern.

To be successful in this rating, you mustpossess certain personal characteristics. Youshould like dealing with people, have a goodspeaking ability, possess above average arithmeticskills, and have basic recordskeeping abilities.

Getting along with people deals with customerservice which is completely covered in theNavy Customer Service Manual, NAVEDTRA10119-B, and therefore, material already in-cluded in that manual will not be covered in thismanual.

The material covered in this manual is theminimum required of an SH3 to perform the jobproperly. These are the minimum requirementsbased on the occupational standards for SH3,which can be found in the current advancementhandbook for Ship’s Servicemen.

SUPPLY AUTOMATION

The Navy has developed many new systemsto make the job of supply personnel easier.Recently, the Navy developed a system for theautomation of ship’s store records. It is called theResale Operations Management (ROM) system.

The ROM system has been successfully tested andused aboard ship. It has proven to enhance theaccuracy and timeliness of doing ship’s storerecords. The system makes the SH’s job easierbecause it does much of the work the SH usedto do by hand.

The ROM system Terminal User’s Guide(TUG) is the computer system reference bookproviding detailed information on how to operatethe ROM. This publication was developed by andis available free from the Navy ManagementSystems Support Office (NAVMASSO) locatedin Norfolk, Virginia. NAVMASSO has alsopublished a Resale Operations Management(ROM) Desk Top Guide which is a supplementto the ROM TUG. It is exclusively made up ofjob sheets. Each job sheet contains a step-by-stepguide in performing a ROM function. Althoughthe occupational standards for SH3 do notindicate the use of the ROM system, many of thetasks performed by an SH3 will be centeredaround the ROM system. Throughout this manualyou may see the terms manual recordskeeping,ROM procedures, and ROM users. The termmanual recordskeeping relates to performing atask without the use of the ROM system. The termROM procedures or ROM users is used to indicatethat the procedures being discussed are doneusing the ROM system.

THE SUPPLY SYSTEM

Today’s Navy requires millions of items tomaintain its operational readiness. The supplysystem supports these material needs. The supplysystem is composed of a group of activities thatis responsible for procurement, distribution,inventory control, and stowage of all materialsexcept ammunition.

In this chapter you will learn the basics of thesupply system and the organization of supplydepartment afloat. You will become familiar withsupply department security regulations that youmust observe in performing your everyday duties.

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NAVAL SUPPLY SYSTEMSCOMMAND

The Naval Supply Systems Command (NAV-SUPSYSCOM) provides management policies andtechnical guidance for naval material to activitiesof the Navy and Marine Corps. This includesprovisioning, cataloging, inventory management,distributing, material handling, traffic manage-ment, transporting, packaging, preservation,receipt, stowage, issue, and disposal functions.NAVSUP administers the Navy Stock Fund(NSF) and the Navy Resale Program. NAVSUPalso exercises management control of fieldpurchasing offices, inventory control points,supply centers, and other offices concerned withsupply support.

NAVY RESALE PROGRAM

The Navy Resale Program has the responsi-bility for providing an adequate selection andinventory of health and comfort items for Navypersonnel. The Navy Resale Program takes careof these needs through the operation of individualstores, service activities, and other offices. Thepurpose of the Navy Resale Program is as follows:

To provide a convenient and reliablesource from which personnel may obtain, at thelowest practical cost, necessary articles for thehealth, comfort, or convenience of personnel andservices needed in day-to-day living

To provide through accruedsource of funds for the recreationpersonnel

To promote good morale

NAVY RESALE AND SERVICESSUPPORT OFFICE

profits aof naval

The Navy Resale and Services Support Office(NAVRESSO) is responsible for administering theNavy Resale Program.

NAVRESSO is located in Fort Wadsworth,Staten Island, New York, and is under thecommand and the authority of the Commander,Naval Supply Systems Command.

NAVRESSO provides technical guidance andadministrative assistance to ship’s stores afloat.It conducts research, develops new ideas, andadvises sea and shore activities on possible

improvements that have been developed. It issuesthe lists of items authorized for sale in the resaleprogram, enters into agreements with commercialsuppliers as to the quality and price ofmerchandise, and issues or causes to be issued theShip’s Store Contract Bulletins, Ship’s StoreAfloat Catalog, NAVRESSO Price AgreementBulletins, and other publications concerned withthe displaying and selling of merchandise.

FLEET ASSISTANCE TEAMS

NAVRESSO manages the fleet assistanceteams. These teams, located in the major portareas, are made up of master chiefs, senior chiefs,or chief petty officers. NAVRESSO establishedthese teams to provide technical assistance andguidance in all areas of the ship’s store operationto shipboard personnel.

Ships can get assistance by calling the fleetassistance team, by submitting a letter to theproper fleet assistance team, with a copy to theFleet Assistance Team Branch (NAVRESSO), orby naval message in urgent cases. Depending onthe size of the ship, visits normally last from 2to 5 days with no formal report made uponcompletion.

Ships preparing to deploy should schedule avisit 120 days in advance of the scheduleddeparture date. During the actual predeploymentvisit, the fleet assistance team providesinformation on the Consolidated Afloat Requisi-tioning Guide Overseas (CARGO) (NAVSUP Pub4998), Q-cognizance items, foreign merchandise,vendor control, and endurance loading. Thisinformation is beneficial to the ship preparing fordeployment.

The fleet assistance teams may also be helpfulbefore overhaul. Ships scheduled to go to over-haul should schedule an assistance team visit 18months before the overhaul date. This time isrequired to permit timely submission of workrequests for repair or replacement of equipment.

In addition, the fleet assistance team providesthe following services in the operation of the salesoutlets:

Modernization planning

Merchandise promotion assistance,including layout, display, and signing

Merchandise planning, including stockcontrol review, model stock plans, and dispositionof excess stock

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Pricing procedures

Accounting records, returns, and billpayment

Internal operating procedures

Internal controls, including cash handling,security, and receipt and inspection procedures

Procurement assistance including purchas-ing procedures, contract administration pro-cedures, vendor relations, merchandise qualityassurance, and processing of the special DD Form1155 for merchandise ordered under simplifiedpurchase procedures

Training

Periodic review of ship’s store operations

The aid provided by the fleet assistance teamsis not limited to just the sales outlets. They alsoprovide help in the service activities including thefollowing:

Job instruction and training programs

Work scheduling and control

Equipment maintenance (minor repairs)

Safety and sanitation

FLEET ACCOUNTING ANDDISBURSING CENTERS

There are two fleet accounting and disbursingcenters (FAADCs) to service the fleet. They arethe Fleet Accounting and Disbursing CenterAtlantic (FAADCLANT) located in Norfolk,Virginia, and the Fleet Accounting and DisbursingCenter Pacific (FAADCPAC) located in SanDiego, California. The FAADCs perform suchfunctions as auditing ship’s store returns, payingdealer’s bills, reconciling cash reported in returns,maintaining files, and reconciling differences withdocuments covering receipts from purchase andreceipts from other supply officers.

FLEET COMMANDER

The commander in chief of the fleet isresponsible for issuing logistics policies, plans, andorders for support of the fleet and shore activitiesunder the commander’s control. The fleet supplyofficer assists the fleet commander in carrying outthese responsibilities. The fleet supply officer isa professional advisor to the commander con-cerning supply and transportation matters.

TYPE COMMANDER

Ships of the fleet are grouped by ship typesand are assigned to type commanders (TYCOMs)for administrative purposes. TYCOMs areresponsible for implementing the logistics policies,plans, and orders of the fleet commander for theirparticular group of ships. The Supply Corpsofficers on the staff with the TYCOM provide aidand advice concerning supply matters. They alsoconduct inspections of supply functions, ifrequired, and supervise replenishment of suppliesfrom mobile supply units under the operationalcontrol of the TYCOM.

SUPPLY DEPARTMENT AFLOAT

The supply department afloat has manyresponsibilities that can be broken down into twofunctions, material support and service. Thematerial support functions relate to operationaland maintenance requirements, while the servicefunctions relate to the operation of the serviceactivities.

The overall mission of the supply departmentafloat is to support the material and service needsof the ship. To do this, supply must procure,receive, inspect, stow, issue, and account forgeneral stores, repair parts, equipage, equipment,ship’s store stock, clothing, and subsistence items.The department will also have to operate a ship’sstore, snack bar, laundry, barbershop, dry-cleaning plant, and disbursing office as required.

SUPPLY DEPARTMENTORGANIZATION

The supply department is organized intodivisions to make the performance of duties easier

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(fig. 1-1). The number ofaccording to the type of shippersonnel aboard.

Supply Officer

divisions varies the essential functions within the supply depart-and number of ment and defines channels of responsibility and

authority. The chart is normally located in thesupply office and is updated as personnel arereassigned.

The accountability for the ship’s store andThe head of the supply department is the other areas of supply may be assigned to a

supply officer. The supply officer is the senior subordinate Supply Corps officer; however, thisSupply Corps officer aboard and he or she is does not relieve the senior Supply Corps officerresponsible to the commanding officer for the of his or her responsibilities. The supply officerproper operation and administration of all supply assigns responsibilities by written request routeddepartment functions. The supply officer prepares through the commanding officer for approval. Thethe organizational chart. The chart identifies all subordinate Supply Corps officer is responsible

Figure 1-1.—Typical supply department on a ship with a Supply Corps officer.

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to the supply officer for the efficient operationof assigned areas as required by the NAVSUPpublications. The approval of these requests isterminated upon detachment of the supply officeror assistant for ship’s store, disbursing, orfoodservice.

S-1 Division

The S-1 division is made up of personnel fromthe Storekeeper (SK) rating. Their duties varyaccording to the size of the ship and unitrequirements.

In general, SKs procure, receive, stow, expend,and account for consumables, equipage, repairparts, and other material as assigned. They alsomaintain records; prepare correspondence,reports, and returns; and perform requiredobligation recordings.

In stock control, SKs determine stockrequirements; prepare requisitions; process receiptand expenditure documents and maintain relatedfiles and records; perform financial accountingfor material; and maintain material catalogs,allowance lists, and technical publications.

S-2 Division

The S-2 division is made up of personnel fromthe Mess Management Specialist (MS) rating.They operate all phases of the general mess andmake authorized issues, sales, and transfers offood items.

In general, they determine requirements;prepare requisitions; and receive, stow, expend,and maintain related files and records for fooditems. They also prepare and serve food to thecrew, including the operating of foodserviceequipment, and are responsible for the cleanlinessand upkeep of assigned spaces.

S-3 Division

The S-3 division is made up of personnel fromthe Ship’s Serviceman (SH) rating. SHs operateand maintain all resale and service activities suchas the ship’s store, clothing store, snack bar,vending machines, laundry, barbershop, and dry-cleaning plant.

SHs also determine requirements for stock andoperating supplies; prepare requisitions andpurchase orders; receive, stow, issue stock;conduct inventory; operate the ROM micro-computer; and maintain related records and files.They also operate all related service activity

equipment, other office equipment, and areresponsible for the cleanliness and upkeep ofassigned spaces.

S-4 Division

The S-4 division is made up of personnel fromthe Disbursing Clerk (DK) rating. Their dutiesinclude collecting and disbursing all public fundsaboard ship and performing all pay and allowancefunctions. The DKs’ duties also include main-taining military pay records, preparing moneylists, preparing and verifying public vouchers, andpreparing reports and financial returns.

ORGANIZATION OF A LARGEFLEET SHIP

The organization of the supply departmentmay differ on larger ships. The more personnelaboard, the more complex the supply departmentbecomes. As you study figure 1-2, you will noticethree additional divisions. These divisions arefound on larger fleet ships.

S-5 Division

The S-5 division is made up of personnel fromthe MS rating also. They do work that is similarto work done in the S-2 division, with theexception that their duties are performed inofficer’s country. These duties may includereceiving, stowing, issuing, and accounting forfoodservice and other stores. They also prepareand serve all meals in the wardroom and performother jobs such as cleaning, delivery, and pickupof officers’ laundry.

S-6 Division

The S-6 division performs all functions relatedto procurement, receipt, stowage, issue, andaccounting for aviation material. This division ismanned and operated by personnel from theAviation Storekeeper (AK) rating.

S-7 Division

The S-7 division operates all data processingequipment, maintains files and records, andprepares and processes documents to producerecords and reports as provided for in theautomated supply and accounting system. Thisdivision is manned by personnel from the DataProcessing (DP) rating.

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Figure 1-2.—Organization of a supply department of a large fleet ship.

SECURITY OF SUPPLYDEPARTMENT SPACES

Probably the most important aspect ofthe supply department is security. The supplyofficer is responsible for making sure func-tional areas remain on track; however, manyproblems may be met if security is not main-tained.

Security regulations are listed in the ShipsStore Afloat, NAVSUP P-487, and the AfloatSupply Procedures, NAVSUP P-485, that you,as an SH3, will need to know. Your knowledgeof these regulations will not only help you to keepyour area on track, but also help keep the supplydepartment on track. Read, remember, and followsecurity regulations.

There are a few general rules you will need toremember to keep supply department spacessecure.

All stock should be kept under lock andkey.

Supply spaces should be locked when unat-tended by authorized personnel.

Responsibility for security rests with theperson in charge of each space.

Permission for entry of unauthorized per-sonnel into a supply department space will be

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obtained from the supply officer or the designatedassistant.

No space will be secured in such a man-ner to prevent access by use of damage controlequipment during an emergency.

All keys to supply spaces will remainaboard ship in a key locker.

A key log will be maintained to identifythe holder of the key.

Combinations to combination locks willnot be recorded in writing except as prescribedin the NAVSUP P-487.

All key padlocks should be 1 1/2-inch pin-tumbler type, with a dead bolt made of eitherbrass or bronze.

Keyless padlocks should be the three-combination manipulation type.

SECURITY SPACE GROUPINGS

Supply department spaces are organized intogroups as prescribed by the NAVSUP P-485.These groupings are shown in figure 1-3. Thesupply department is required to split the spacesinto groups to meet the many different securityrequirements.

Group I

This group is made up of general store spaces,including storerooms, special lockers, and relatedspaces. The lock to one of these spaces will beopened by an original or duplicate key differentfrom keys to any other locks.

Figure 1-3.—Supply department security groupings.

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The original key will be drawn from thegeneral key locker in the morning by the personin charge of that particular space. That personwill keep the key until the end of the workday andthen return it to the general key locker in thesupply office. The duplicate key will be kept bythe supply officer in a duplicate key locker or safe.

All master keys to Group I spaces will be inthe custody of the supply officer. The supplyofficer may appoint, in writing, permission foran officer or petty officer to hold a duplicatemaster key, if so desired.

Group II

This group includes all foodservice spacesincluding the galley, bakeshop, breadroom,vegetable preparation area, issue room, meatpreparation area, refrigerated spaces, andfoodservice storerooms. Keys to Group II spaceswill be handled in the same manner as Group Iexcept original keys to the galley, bakeshop,breadroom, meat preparation area, and vegetablepreparation area will be passed between galleysupervisors as they relieve each other. The masterkey and duplicate master key will be handled inthe same manner as Group 1.

Groups III and IV

Group III spaces are made up of the ship’sretail and clothing stores, the snack bar, vendingmachines, and bulk storerooms. Group IV spacesare made up of the ship’s store service activitiessuch as the laundry, barbershop, and dry-cleaningshop. Any Group IV space will be consideredGroup III when cash transactions are made withinthose spaces or material intended for resale isstowed there. We will discuss both of these groupsmore thoroughly under Group III space securitylater in this chapter.

SUPPLY DEPARTMENT OFFICE

The security of the supply office is veryimportant since all keys to supply departmentspaces are located in the supply office. There arealso many important records, documents, andfiles in the supply office. This office should besecured after working hours not only to preventunauthorized entry into other supply departmentspaces, but to prevent important items fromdisappearing.

The keys to the supply office are issued at thediscretion of the supply officer. After working

hours, the duty supply officer is responsible formaking sure the office is secured. The duty supplyofficer is normally an officer or senior pettyofficer representing the supply department afterworking hours. He or she is directly responsibleto the supply officer for the operation and securityof the supply department in his or her absence.

THE ROM SYSTEM SECURITY

The ROM system is an unclassified system andis not intended to store any data that is classified.The ROM system itself should be located in anarea accessible only to personnel with a need touse the system. For security and accountabilitypurposes, all system administrative duties areassigned to the ship’s store officer, the systemadministrator. The ship’s store officer must makesure the information generated and processed bythe ROM is protected from unauthorized accessto the system. The information within the ROMis protected from unauthorized use through theuse of IDs, passwords, and access codes. Beforea person can have access to the ROM system, theship’s store officer is required to input user IDsand passwords on a need-to-know basis. Password/security instructions are contained in the ROMsystem TUG, appendix F, and are distributed onlyto the ship’s store officer during implementation.Any persons having access to the ROM systemwill be listed on the ROM security access rightslist. This list will be placed in an opaque envelopeand sealed, and tape will be affixed over the flap.The envelope containing the ROM security accessrights list along with the password/securityinstructions will be retained in the ship’s storeofficer’s Accountability File, SSA-21. The ship’sstore officer will review the ROM security accessrights list monthly.

GROUP III SPACE SECURITY

Group III spaces were discussed under GroupsIII and IV as being all spaces that sell or stowresale merchandise in them. As an SH3, you maybe the operator of one of these spaces and mustknow the security requirements for Group IIIspaces. This will not only improve your on-the-job performance, but help you recognize problemareas so you may correct them before problemsarise.

Working Keys and Dead Bolt Locks

All doors leading to Group III spaces shouldhave dead bolt locks installed. This may be

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impractical in certain situations and a high-security key-type padlock with a shrouded shackleand a high-security hasp may be used as analternative. The responsible custodian holds theworking keys to these locks and should make surethey are locked properly before securing for theday. The responsible custodian will then returnthese working keys to a separate key locker forthe night. This key locker will not be the sameas the key locker used for supply spaces. This keylocker will be specifically for the one Group IIIspace.

Duplicate Keys

The spare keys to the spaces are the duplicatekeys. These keys are required in times of urgencyor when required by higher authority. To protectthe security of your space these keys need to behandled in a manner to prevent unauthorizedentry. These duplicate keys will be placed in asealed envelope, signed and dated across the flapsby the ship’s store officer and responsiblecustodian, and placed in the ship’s store officer’ssafe. The flaps of the envelope will havecellophane tape placed over the signature and anyother openings. This envelope will be changedwhen the responsible custodian or ship’s storeofficer is relieved.

Padlocks and Combinations

In addition to dead bolt locks, the keylesscombination lock listed in the NAVSUP P-487will be used for securing Group III spaces. In theevent the keyless combination lock is not availablethrough supply, the key-type padlock also listedin the NAVSUP P-487 may be used as an alterna-tive. If the key-type lock is used, a numbered carseal will also be used with it. The car seal numberwill be logged by the ship’s store officer in theCar Seal Log. This key-type lock should beremoved and changed as soon as the combinationlock is available through supply. While the key-type locks are being used, keep in mind that theduplicate keys to these locks will also be securedin a sealed envelope and placed in the ship’s storeofficer’s safe.

The responsible custodian will set a combina-tion in the keyless combination lock. The lockcomes with a setting-in key and instructions for

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setting the combination. The custodian of thespace should do the following:

Set the combination in the lock selectingthe numbers at random. Do not use popular datesand so forth.

Record the combination on a piece ofpaper, wrap it in a sheet of carbon paper, placethis in an opaque envelope with the setting-in key.

Seal the envelope, sign name, and date theflap in the presence of the ship’s store officer.

After the custodian does the above, the ship’sstore officer should do the following:

Receive the sealed envelope.

Sign name and date over the other flap inthe presence of the custodian.

Seal the flap with transparent tape.

Then retain the sealed envelope in a safe.

Keep in mind, do not disclose this combinationto anyone. Do not record this combinationanywhere, except for the piece of paper in theenvelope. Make sure no one can see yourcombination while you are opening the space. Donot risk your space’s security for any reason.

Hinges and Hasps

Hinges and hasps used on Group III spacesshould be manufactured of hard steel that cannotbe cut with a bolt cutter or hacksaw. When thehasp is installed, make sure tamperproof bolts areused. Tamperproof bolts are more secure andcannot be removed using a wrench or screwdriver.Pop rivets are considered inadequate and shouldnot be used in place of these bolts. Additionally,hinges should be installed so that the hinge pinis not exposed, if possible. Hinge pins that areexposed should be tack welded to prevent entry.

Sales Windows and Visible Storerooms

There are several retail stores that haveremovable sales windows. Check these windowsdaily. Make sure the perimeter of the frame issecured by means of inside locks. Do not use barsthat may be popped out by an intruder. The keysto these inside locks will be in the possession of

the retail store operator. The duplicate key willbe secured in a sealed envelope and retained inthe ship’s store officer’s safe.

As custodian of a bulk storeroom that isvisible from the outside, you should make sureadjacent passageways are well lighted. If you havehigh-cost, small-cube items such as watches,jewelry, and so forth, stowed in the storeroom,take the proper precautions. These high-valueitems should be consolidated in the retail store andnot stowed in out-of-the-way bulk storerooms.

Make sure the ship’s security watches arechecking your storeroom. The bulk storeroom,retail store, and other Group III spaces shouldbe checked at varying intervals for securitydiscrepancies. Any security discrepancy, howeverslight, should be immediately reported to higherauthority.

Security After Working Hours

The main purpose of security after workinghours is to prevent forced or unauthorized entry.Before you secure for the day, conduct aninspection of your display cases, display windows,doors, stockrooms, and merchandise. You shouldbe familiar with the way you left the store so youcan reinspect the same area in the morning andreport discrepancies.

You should not use your Group III space forpersonal reasons after working hours, whether inport or at sea. If circumstances warrant reenteringafter working hours, you should first obtain finalpermission from the ship’s store officer.

To reduce the temptation of theft afterworking hours, items of higher value than $50should be removed from sight including cartonsfor these items. If space permits, they should beplaced in a locked container within the space.

VENDING MACHINES

The vending machines aboard ship are con-sidered Group III spaces too; however, they aresecured a little differently. This is because thevending machines do not always have a custodianwatching over the funds at all times. There arecertain security regulations that must be followed.

Padlocks and Keys

The vending machines not only need to besecured on the outside, but also on the inside. Thelock inside will secure the money box and maybe a keyless padlock or key type. The custodian

will not have access to the money box. The keyor combination to this inside lock is kept by theship’s store officer or cash collection agent.

The outsides of most machines have aninstalled lock. These locks are consideredinadequate for security purposes. Install a haspand hinge made of hardened steel, using tamper-proof bolts, and secure this with a keylesscombination lock. Combinations to these locksare handled in the same manner as all other ship’sstore spaces. They will be sealed in an envelopeand locked in the ship’s store officer’s safe.

Money Boxes

Several ship’s store officers are now installinglocked money boxes in their vending machines.These money boxes are provided with two sets ofkeys. One set of keys is for locking the box insidethe machine and the other set is for locking thebox. The key that locks the box inside the machinewill be kept by the vending machine operator. Thekey that secures the coins in the money box willbe kept by either the ship’s store officer ordesignated cash collection agent. Duplicate keyswill be sealed in an envelope and kept in the ship’sstore officer’s safe.

AMUSEMENT MACHINES

A metal restraining bar device is required forall amusement machines. This device will lock infront of the coin box. A keyless combinationpadlock will be used to lock the device in place.The combination to this lock will be known onlyto the ship’s store officer or cash collection agent.

EMERGENCY ENTRY PROCEDURES

Since the custodian may not always be aboard,certain procedures need to be set up in case anemergency entry has to be made into your space.

In the event an emergency entry has to bemade, the ship’s store officer will enter the spacein the absence of the custodian; it should be donein the presence of two witnesses. One witnessshould be a commissioned officer. After obtainingthese witnesses, the ship’s store officer will removethe combination and keys from the sealedenvelope in the safe. The space will then beopened. The two witnesses will not leave the spaceunattended until secured. Once the problem hasbeen resolved and access is no longer required,the space will be secured by replacing the lock andsealing the space with a numbered car seal. The

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two witnesses will be present during this process.The ship’s store officer will log the car sealnumber in the Car Seal Log and the log will beinitialed by both witnesses.

Upon return of the custodian, the car seal willbe removed by the custodian in the presence ofthe ship’s store officer. The custodian will verifythe seal number and then change the combinationto the lock and reseal the new combination andduplicate keys to the dead bolt in separateenvelopes. These envelopes will be replaced in theship’s store officer’s safe. If desired, you, as thecustodian of the space, may conduct an inventory.

In urgent situations, the command duty officer(CDO) may enter a Group III space in the absenceof the custodian and ship’s store officer. The entryby the CDO will be made in the presence of twowitnesses, one of whom is a commissioned officer.Access to the space can be made with damagecontrol cutters or burners. The two witnesses willnot leave while the space is open.

After the problem has been resolved, the CDOwill secure the space with a lock and numberedcar seal. The lock and car seal will be placed onthe door to the space in the presence of the twowitnesses. The car seal number will be recordedby the CDO and initialed by the two witnesses.The next morning, the car seal number will begiven to the ship’s store officer by the CDO. You,as the custodian, will handle this matter in thesame way as if the ship’s store officer had entered.You will more than likely have to obtain a newlock and go through the same procedures againfor setting the combination. If the dead bolt wasdamaged, a new one must be installed.

Emergency entry procedures are included inthe supply department instructions. A copy ofthese instructions should be posted outside eachand every Group III space.

GROUP IV SPACES

Basically, Group IV spaces include all serviceactivities. There are no cash sales or transactions

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made through these spaces. If cash transac-tions are made or ship’s store stock is stowed inthese spaces, they will be considered Group IIIspaces.

The working key to Group IV spaces isobtained in the morning. The person in chargeof the space will sign for the original keys in akey log and remove them from the general keylocker normally located in the supply office.During work hours, the person in charge of thespace will keep the keys. After work hours, orwhen work is complete, the working keys will beturned over to the duty supply officer who willsecure them in the general key locker.

Duplicate keys to Group IV spaces will be keptby the supply officer in a special duplicate keylocker in the supply office, or in his or her safe.If the lock to the space is part of a lock set, theoriginal master will be kept by the ship’s storeofficer. The duplicate master to all Group IVspaces will be kept by the supply officer in his orher safe or the duplicate key locker.

ADDITIONAL SECURITY

There are many additional security measuresthe ship’s store officer may follow, if necessary.The use of car seals is recommended but notmandatory. Using these seals may alert the ship’sstore officer of unauthorized entry. Thesenumbered car seals are available from servmartand should be placed on external locks afterworking hours. These car seals are issued by theship’s store officer or a designated assistant to thecustodian of the space. They are logged in the CarSeal Log and the number is checked in the logbefore removing any installed car seal.

The ship’s store officer may also have roll-upgrills or scissor-type gates installed outside of retailstores. An intrusion alarm system may be installedto protect retail stores or storerooms. The alarmshould be connected so it will sound off in an areathat is manned 24 hours.

CHAPTER 2

OPERATION OF THE SALES OUTLETS

As a Ship’s Serviceman third class, you canexpect to operate one of the sales outlets aboardship. The sales outlets are part of the ship’s storeand include retail stores, vending machines,amusement machines, snack bars, and standardNavy clothing stores. The sales outlets arebasically used to display and sell ship’s storemerchandise, except in the case of amusementmachines where you are selling the use of the videogame itself. The cash received from sales in thesesales outlets is normally more than the originalcost of merchandise, unless you are sellingstandard Navy clothing stock which is sold atstandard prices. This additional cash is used topay for expenses incurred in operating theactivities of the ship’s store. Any cash left afterpaying expenses is available for transfer to therecreation fund, which is used for the recreationof crew members aboard ship.

SHIP’S STORE

As mentioned earlier in chapter 1 of thistraining manual (TRAMAN), the S-3 division ispart of the supply department and is manned byShip’s Servicemen. In a broad sense, the ship’sstore is the S-3 division because it includes all theactivities that make up the S-3 division. This iswhy we commonly refer to the S-3 division as theship’s store operation. In chapter 1 of thisTRAMAN, we mentioned that the supply officeris responsible for the overall operation of thesupply department including the ship’s store. Onships with junior Supply Corps officers attached,the commanding officer may designate them inwriting to assume financial accountability andoverall management for the ship’s store. Oncedesignated, this officer is referred to as the ship’sstore officer.

ESTABLISHING A SHIP’S STORE

A ship’s store consisting of sales outlets andservice activities will be operated on ships in

commission (except submarines) to which anofficer of the Supply Corps is assigned. Beforeestablishing the ship’s store, the commandingofficer must report by letter the date the ship’sstore will begin operations to the Navy Resale andServices Support office (NAVRESSO). A copy ofthe letter should be forwarded to the ship’s typecommander and Fleet Accounting and DisbursingCenter, Atlantic Fleet, by ships with servicedesignator V and Fleet Accounting and DisbursingCenter, Pacific Fleet, by ships with servicedesignator R. Once this is done, the commandingofficer may authorize any or all of the followingactivities to operate:

Sales Outlets

Retail store(s)

Vending machine(s)

Amusement machine(s)

Snack bar(s)

Standard Navy clothing store(s)

Service Activities

Barbershop

Laundry

Dry-cleaning plant

Operation of the ROM microcomputer andmaintenance of automated ship’s store records

The size of the ship’s store operation varies fromone ship to another. The size basically dependson the size of the ship, the number of customersserved, the number of qualified Ship’s Servicemenaboard, and the requirements of the commandingofficer.

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Precommissioned Ships

A ship’s store may also be established on aprecommissioned ship as long as the prospectivesupply officer has already reported aboard. Oncethe prospective supply officer is aboard, theprospective commanding officer may establish aship’s store in the same manner as commissionedships, except the letter request must be sent viathe ship’s type commander.

Unauthorized Activities

Only those activities authorized by the com-manding officer may operate aboard ship. Nosales outlet or service activity outside the ship’sstore operation is authorized and considered aconcession. No commercial vendors should beallowed aboard to sell merchandise to the crew,under the agreement to pay a portion of theprofits to the ship’s store or receive payment foritems sold by invoicing them through the ship’sstore. No officer, enlisted, or civilian can sellmerchandise individually owned through theship’s store for personal profit or interest. Ship’sstore personnel working in the service activitiescannot accept money or extra compensation forwork performed.

PURPOSE OF THE SHIP’S STORE

The objectives of the ship’s store (fig. 2-1)consisting of sales outlets and service activities areas follows:

1. Provide a source of funds to be used forthe recreation of naval personnel through profitsfrom sales

2. Provide a convenient and reliable sourcefor personnel to obtain articles considerednecessary for their health, comfort, orconvenience at the lowest practical price

3. Provide services necessary in day-to-dayliving

4. Promote morale

The objectives mentioned previously are not easilyobtained. It takes much work and effort by allShip’s Servicemen.

Objectives 2 and 3 entail several tasks;however, as a sales outlet operator, you will notbe involved in all these tasks. Since the salesoutlets are located aboard ship, they are aconvenient source for crew members to obtainarticles necessary in day-to-day living. However,

if the sales outlet is not a reliable source, it is nolonger considered a convenient source; therefore,as the sales outlet operator, you should make surethe most popular and essential items are availableto the customers. The ship’s store officer willprepare and approve a list of basic stock items,based on the information in the ConsolidatedAfloat Requisitioning Guide Overseas (CARGO)NAVSUP Pub 4998, chapter 2. This basic stocklist includes the most popular and essential stockitems and will be made available to ship’s storepersonnel to assist them in keeping these itemsstocked in the retail stores. As the retail storeoperator, you should notify the sales office inadvance when there is a shortage of any of theitems contained in this basic stock list.

There are also several publications and guideslisted in the NAVSUP P-487 that will assist ship’sstore personnel in acquiring articles necessary forthe health, comfort, and convenience of personneland providing services necessary in day-to-dayliving. NAVRESSO also provides contracts andbulletins so you can purchase these articles at thelowest practical prices.

Objective 1 is directly related to objective 2.If you provide desirable merchandise at a lowpractical price, sales and profits will increase, thusproviding a source of funds to use for therecreation of the crew.

The fourth objective, promoting morale, iseasy to define but hard to fulfill, and almostimpossible to measure. To promote morale, youmust have satisfied customers. The best way tosatisfy a customer is to provide what the customerwants or a satisfactory answer, and that can onlybe done by improving your knowledge of theship’s store operation, especially in the areas withwhich you should be familiar.

ACCOUNTABILITY ANDRESPONSIBILITY

Before we discuss the various sales outlets,there are a few terms you need to be familiar withbecause they relate to the ship’s store operation.For now, we will discuss the terms accountabilityand responsibility. These two terms are closelyrelated; however, they have noticeable differences.

The term accountability is an obligationimposed on an officer to give an account forproperty, funds, and returns in his or her custody.In the ship’s store operation, the ship’s storeofficer is obligated by law, lawful order, andregulation to give an account of all property orfunds and their intended use in the ship’s store;

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Figure 2-1.—Purpose of the ship’s store.

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therefore, he or she has accountability for theship’s store operation.

The term responsibility is an obligation placedon an individual to exercise custody, care, andprotection in keeping property, records, or fundsentrusted to him or her or under his or hersupervision. This obligation is placed on anindividual by law, lawful order, regulation, orcustom of service. In the ship’s store operation,the sales outlet operator is obligated to exercisecustody, care, and protection in keeping allproperty, records, or funds in his or her salesoutlet and, therefore, he or she is responsible tothe ship’s store officer who is accountable for thatsales outlet. The ship’s store officer will hold youresponsible for performing your duties in the salesoutlet properly. This is why it is very importantthat you fully understand your responsibilitiesbecause if you fail to carry out these responsi-bilities properly you may be punished under theUniform Code of Military Justice (UCMJ).

Assigning Responsibilities

Listed below are some of the responsibilitiesthat may be assigned to you and are common tothe ship’s store operation:

Custody, care, and protection of moniesand property

Proper documentation of receipt and issueof materials and monies

Custody and accurate maintenance ofstock and financial control records

Inventory control practice to ensureprescribed stock levels

Completion of inventories and preparationof ship’s store returns

Preparation of required reports

Keep in mind, the term monies as used previouslyis referring to cash transactions in the ship’s storeoperation and does not include monies held bythe disbursing officer.

Although you may be well trained in your areaof responsibility, the supply officer will stillexercise certain controls to maintain his or heraccountability. First, the supply officer willprescribe the responsibilities assigned to you inthe supply department organizational chart,

manual, or other written directive and in theletters of assignment issued by the ship’s storeofficer. Second, the supply officer will conductfrequent inspections of spaces and operations tomake sure responsibilities are being carried outproperly. Third, the supply officer will conductinternal reviews to make sure tasks are beingcompleted according to the NAVSUP P-487 andother current manuals, publications, or directives.Fourth, the supply officer will make sureresponsible personnel are being properly trainedand supervised. Your assignment as sales outletoperator in no way relieves the supply officer orthe ship’s store officer of his or her responsibilitiesto the commanding officer for the properoperation of the sales outlet.

Letters of Assignment

The ship’s store officer is required to assignin writing all responsibilities to personnel. Theseletters will include your duties and limitations,effective date, and the person you relieve, if any.You will acknowledge acceptance of theseresponsibilities required to perform your duties.These letters of assignment will be filed andmaintained in the Military Correspondence File,SSA-17, for a period of 2 years.

Separate and CombinedResponsibilities

As a Ship’s Serviceman, you will often hearthe terms separate responsibility or combinedresponsibility. You should be familiar with andunderstand the difference between these two termsbecause many ship’s store tasks will differprocedurally between the two.

A separate responsibility operation is one inwhich two or more persons are responsible for theoperation of a sales outlet and the bulk storeroomthat supplies that sales outlet. On the other hand,a combined responsibility operation is one inwhich one person is responsible for both a salesoutlet and the bulk storeroom that supplies thatsales outlet. Most ships are under separateresponsibility operations; however, some shipshave combined responsibility operations and someships have a mixture of both.

Multiple Sales Outlet Operators

When circumstances make it necessary, thecommanding officer may request to have morethan one person operating a sales outlet. Once the

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type commander approves the commandingofficer’s request, a two-drawer cash register mustbe used, where each operator has access to onlyone drawer. When two persons operate one retailstore, cash will be collected at the end of eachshift and inventory will be held monthly.

OPERATION OF THE RETAILSTORE

The primary sales outlet aboard ship is theretail store (fig. 2-2). This is not only the mostdifficult sales outlet to operate, but customercontact is normally heavy. Most ships have one ortwo retail stores; however, this is dependent onthe size of the ship and crew. As the retail storeoperator, you will eventually become the center ofattention among the crew. This is why you willneed to learn your job well so you can perform foryour shipmates in a beneficial manner. You willperform many tasks, need to know many

policies, and familiarize yourself with manyprocedures before you operate a retail store.

AUTHORIZED CUSTOMERS

Ship’s store and clothing stock may be sold toofficers and enlisted personnel of all branches ofthe armed forces, Public Health Servicepersonnel, National Oceanic and AtmosphericAdministration personnel, and foreign servicepersonnel of the United States who are on boardfor duty, active duty for training, or passage enroute to a duty station. Accredited United Statestechnicians (military or civilian) who are assignedon board in an official capacity are authorizedcustomers. Also authorized are the previouslymentioned personnel who, while not actually onboard, are located in remote areas where armedservices exchange facilities are not available.

Items purchased from the ship’s store byauthorized customers must be purchased for thepersonal use of the purchaser or dependents or

Figure 2-2.-The retail store.

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as gifts and must not be resold or exchanged inbarter with any other person.

All items of insignia, including buttons, havebeen designated as distinctive items of the Navyuniform and will not be sold to anyone who isnot authorized to wear these articles as items ofuniform.

Service-Type Ships

On service-type ships such as ADs, ARs, andASs, ship’s store stock and standard Navyclothing stock are authorized for sale to officerand enlisted personnel other than ship’s companywhen they are attached to those ships receivingsupport.

Survivors of Marine andAircraft Disasters

Ship’s store stock and nondistinctive items ofclothing may be sold for cash to the survivors ofmarine and aircraft disasters, if such survivorshave personal funds available. If the survivor iswithout personal funds, emergency issues may bemade according to the procedures outlined in theNAVSUP P-487.

Other Military Activities

Ship’s store stock and items of clothing maybe sold to ships not operating ship’s stores andto armed services exchanges. Ship’s store stockand nondistinctive items of clothing may be soldto exchange locations operated on board civilservice manned ships of the Military SealiftCommand (MSC), private messes, cigar messes;to the commanding officer for recreationalpurposes; and to other duly constituted clubs ormesses that have been authorized by a com-manding officer and whose monthly records areaudited.

Official Government Organizations

Upon approval of the commanding officer,cash sales of ship’s store stock and nondistinctiveitems of clothing may be made to representativesof official United States Government organiza-tions at isolated activities outside the UnitedStates when the stock items cannot be con-veniently obtained elsewhere and the normaloperation of the ship’s store is not impaired bydoing this.

Foreign Governments

Ship’s store stock and nondistinctive items ofclothing may be sold to personnel of foreign shipsin distress and to personnel of foreign shipsvisiting U.S. ports.

PERSONNEL OF FOREIGN SHIPS INDISTRESS.— Sales for cash of ship’s store stockand nondistinctive items of clothing may be madeto personnel of foreign ships who are in distress.A request for sale must be submitted by thecommanding officer of the ship concerned andmust be approved by the commanding officerof the ship making the sale. Only suchquantities that can be spared will be sold ortransferred.

FOREIGN SHIPS VISITING U.S. PORTS.—Sales for cash of ship’s store stock andnondistinctive items of clothing may be made tomilitary personnel attached to foreign shipsvisiting United States ports in connection with thefollowing:

Participation in exercises with the U.S.fleet

Research, development, and evaluationprograms

Outfitting incident to ships’ transferprograms

Scheduled conversion, overhaul, or repair

Merchant Ships

Sales for cash of ship’s store stock andnondistinctive items of clothing may be made tomerchant ships in distress or in need of supplieswhen normal sources do not exist. A request forsale must be submitted by the master of the shipconcerned and must be approved by yourcommanding officer. Only such quantities as canbe spared will be sold.

HOURS OF OPERATION

The hours of operation of the retail andclothing store are prescribed by the commandingofficer. Consequently, they will vary fromship to ship or on change of command. Theimportant thing to remember is that theseprescribed hours must be prominently posted atall times.

Store hours of operation decals are availableon request from NAVRESSO. The decal ispressure sensitive and is applied easily. Letteringis brilliant gold on a blue background, hours areinterchangeable, and complete sets of differenthours are supplied with each decal for at sea andin port.

The hours of operation should be prominentlyposted and visible from the outside of the store;usually on the door of a walk-in store or a windowof a smaller store.

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Stores should be open at least 42 hours perweek underway and 20 hours in port. The hoursshould be set to provide the entire crew anopportunity to shop and should be staggered fordifferent outlets to provide service after workinghours, especially while underway. Customersshould be allowed an additional 15 minutes inwalk-in stores to conclude shopping. Wheneverchanges are made to store hours or when thestore is going to be closed, customers should benotified at least 1 week in advance.

POLICY SIGNS

Policy signs should be prominently posted inthe retail store so customers can see them. Thereshould be signs stating that personal checks areaccepted up to the amount of sale.

A sign about the harmful effects of cigarettesmoking must be placed in each area wherecigarettes are sold, whether by the pack or by thecarton.

A sign showing the regulations for authorizedcustomers should be posted near each register. Asign should be posted near the suggestion boxstating “To better serve you we solicit your

comments on items carried and services offered.Drop a note in the suggestion box. The ship’sstore officer will give it special attention.”

There should be a sign stating that all profitsgo to the recreation fund. A notice should beposted that special orders may be made throughthe ship’s store office for authorized merchandisenot carried in stock.

There should also be a sign stating theship’s store policy on returning defectivemerchandise bought in the store. Some of thesigns previously mentioned are available fromNAVRESSO ship’s store division. Consult theShip’s Stores Afloat Visual MerchandisingSupplement on “Basic Display and SigningRequirements” for what is currently available.The other signs can be locally prepared.

DISPLAY OF MERCHANDISE

Display of items in the sales outletshould inform and educate the customer asto the quality, price, use, and otherimportant characteristics of the merchandise(fig. 2-3). Displays should make

Figure 2-3.-Displays in the retail store.

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an impression on the customer that will answeras many questions as possible about themerchandise. This will reduce the time thecustomer will use in making a decision on whetherto buy a product or not, thus shortening waitingtime and lines at retail stores. Any display thatdoes not convey, to the customer, sufficientinformation on which the customer can make adecision is incomplete and fails its purpose. Thepurpose of a display is to show merchandise insuch a manner that it is attractive, easily seen,quickly identified, readily accessible, neatlyarranged, and properly correlated for convenientselection and shopping ease.

ATTRACTIVE

Merchandise must be attractive and must beseen under conditions that enhance its beauty andreveal its usefulness and qualities in an attractivesetting. Careful attention to the merchandise, thefixtures, and the setting in which merchandise isdisplayed is very important. The display area mustbe given the same attention as the merchandise,and constant care must be exercised to make surecases, paintwork, glass, and the areas in and aboutthe store are properly maintained. Exterior displaywindows should be used to their full extent andproperly signed to present an attractive andeffective merchandise display. Displays should bechanged frequently to stimulate customer interest.

EASILY SEEN

Place merchandise so that customers can seeit without undue effort or strain. Observe thefollowing rules:

Put large items on lower shelves.

Put small items at eye level and above (butnot too far above).

Do not hide merchandise behind signs ordecorations.

Use bright lights so that customers can seethe merchandise and read the signs withoutdifficulty. Lights should be cleaned periodicallyand replaced when necessary. You should alsoidentify items temporarily out of stock by usinga sign at the shelf location that can be easily seenand read by the customer.

QUICKLY IDENTIFIED

Shopping can be speeded and customers madeto feel more satisfied if they can identifymerchandise quickly. To achieve this, bear thesepoints in mind when setting up displays:

Place labels and informative copy onpackages face up and right side out so thatinformation is read easily.

Show the item so that its purpose or useis obvious. This may require the use of a sign oran opening on the item so that its features canbe seen.

Use a picture or sketch from a newspaperor magazine ad and take advantage of thepreselling that has been done by the salesman ordistributor.

Identify new items with a sign.

READILY ACCESSIBLE

When displayed merchandise is readilyaccessible to the retail store operator or thecustomer, much time can be saved in completingthe transaction. Time is important to fellow crewmembers and you should do everything possibleto avoid wasting their time. One way to makeitems more readily accessible in your store is touse all available purchasing and selling history todetermine which items move faster. Display theseitems so they can be easily handled by thecustomer. Take the time to set up displays so thattwo or three other items do not have to be movedor disturbed to get at one that is behind orunderneath other merchandise.

NEATLY ARRANGED

Merchandise both on display and within thestore should always be neatly and convenientlyarranged. When using shelves directly behind theselling area of the store, merchandise should bearranged to fill as much cubic space as possible.Certain items may be stacked two or three deepwhen practical. If retainer bars are used on shelffronts, even cans or jars can be stacked byinserting a piece of masonite or cardboardbetween layers. In walk-in stores do not layvendor merchandise cards, racks, and so forth,on top of the showcases. Ledges should not beused to store merchandise; they should be usedto attractively display the merchandise.

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CORRELATED

Displays look best and are most productiveand convenient to the customer and the storeoperator when items are correlated. Simplydefined, this means show together items that arerelated in use or purpose. It is an old retail axiomthat one item will suggest another. Therefore,when arranging displays, see that related items areput together. Set up toiletries in a compact section,cigarettes and tobaccos in one, and jewelry inanother. This treatment of merchandise permitseasier selection, and customers do not have to scanseveral different areas of display to find what theywant. It is much more helpful to the customer iftoothbrushes are displayed near the toothpaste,shoelaces near the shoe polish. This correlationof one item with another usually acts as areminder to customers and encourages or promptsthem to select or buy items that they might haveforgotten they needed. You should go through thestore frequently and take a look at yourmerchandise arrangements, determine whethereach item is displayed to assist the customers,rather than hinder them.

ARRANGING DISPLAYS

The preceding pages have been devoted toexplaining the principles of displaying and whatgood displays should do. Now that you under-stand that merchandise must be treated in certainways for maximum effectiveness we must considerthe means and devices necessary to get the desiredresults.

Many factors have to be considered in theoperation of a successful and attractive retailstore. The location, layout, and condition ofequipment are the three elements involved.

Location

The most desirable location is an area adjacentto a mess, recreational area, or other high trafficspot. Space in front should be adequate to permitfree flow of traffic without disturbing shoppers.

Layout

Layout of equipment both inside and outsidethe store should be planned to afford both thecustomer and the operator as much convenienceas possible. In this respect, the location, the sellingarea, and the arrangement of shelving for fast-selling merchandise must be considered.

Equipment Condition

Equipment, whether new or old, shouldalways be kept in good working order. Specialattention should be given to maintenance of locks,door tracks, shelf channels, and so forth.Replacement or repairs should be made withoutdelay when necessary.

Fixtures

The basic fixture requirements for the ship’sstore are quite limited. The size of the store front,space between shelves, and the nature of the itemsdisplayed must be considered before displayfixtures are selected for use in any store. Fixturesconsidered basic for most stores are shown in theShip’s Stores Afloat Visual Merchandising Guide.Purchase orders for display aids listed should beforwarded on a DD Form 1155 to NAVRESSO,at which time prices will be negotiated with thevendors by NAVRESSO.

Fixtures should be treated with care. Dust andpolish them before each use. When not in use,store them in a safe place where they will beprotected from damage or breakage. Fixtures thathave been damaged or broken should not be used,since they detract from the appearance of cleannew merchandise. Head or shirt forms and otherdisplay futures made of papier-mache and coatedwith plaster can be easily repaired with patchingplaster or spackle. Glass, plastic, lucite, and metalfixtures should be spotless when being used.Discard those broken beyond repair.

Signs

Signs are the silent voice of the store operator.They tell the customer where the store is, whatis or will be on sale, what the items are, and theirprice. Any other information, descriptive orexplanatory, that will help the customer to shopmore easily and quickly should also be included.

Decorations

Decorations should be used in the ship’s storedisplays to arouse customer interest and add tothe appearance of the merchandise on display.Decorations will also alert your customers toapproaching events or seasons and remind themto purchase their needs in advance. The previouslymentioned Visual Merchandising Guide includesinformation on procurement of an all-seasondisplay kit.

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The retail store should be decorated for allmajor events and seasonal changes. When displaysare installed for seasonal events, the decorationsshould be changed too. No displays should be leftin cases for more than 1 month without beingrefreshed or changed. Clean, fresh, and colorfuldisplays should be evident at all times. Care mustbe taken when employing decorative materials toavoid overshadowing or overcrowding merchan-dise. The use of too much decor can detract fromthe appearance of the display and causeconfusion.

Remember, it is always better to keep displayssimple, neat, and lightly decorated. They are morepleasing to the eye and more likely to interest thecustomer. If it creates interest, shows merchandiseat its best, and holds attention, it is a gooddisplay.

PRICING POLICIES

As the retail store operator, you will not beconcerned with establishing selling prices becausethis is done in the ship’s store office and is theresponsibility of the ship’s store officer. It is yourresponsibility, however, to make sure all items areclearly and conspicuously marked, and you shouldbe aware of how prices are determined.

MARKUP

The ship’s store officer is responsible for themarkup over cost or transfer price of items to besold in resale activities (excluding standard Navyclothing). The Resale Operations Management(ROM) system automatically computes a 15percent markup on all retail items. The ship’s storeofficer, if desired, may override the ROM systemmarkup by keying in the desired selling price onthe Stock Record, NAVSUP Form 464, and thePurchase Order, DD Form 1155. Markups shouldbe sufficient to provide for the following:

Cover markdowns and surveys

Cover other operating expenses

Meet the requirement of the commandingofficer for the recreation fund

Cover the cost of operations of the salesoutlets and service activities

The maximum prescribed overall profitlimitation is 15 percent. This limitationapplies to a percentage of overall sales and notto individual items. Special order items will bemarked up as determined by the ship’s storeofficer.

CLOTHING

Standard Navy clothingstandard prices, as shown in

items are sold atthe Navy Clothing

Price List for Men and Women, NAVRESSO Pub90. ROM users will assign department code L-1to the stock records for all standard Navy clothingitems. The ROM system will not compute the 15percent markup for items assigned departmentcode L-1.

Price changes to standard Navy clothing itemsare issued in changes to NAVRESSO Pub 90.Standard price changes are effective on the datespecified in the change. An inventory will be takenof those items actually affected by a standard pricechange and any gain or loss as a result of theadjustment will be accounted for on a Retail PriceChange, NAVSUP Form 983.

MARK-ONS

A mark-on is an increase in a previouslyestablished retail price of an item of merchandise.Mark-ons are done only on the authority of aRetail Price Change, NAVSUP Form 983,approved by the ship’s store officer. Before pricescan be changed in the sales outlet, the merchandisemust be inventoried in the presence of the salesoutlet operator by the ship’s store officer ordesignated assistant. After inventory of themerchandise concerned, the sales outlet operatorwill record the date the prices are changed on theNAVSUP Form 983 and sign it. The NAVSUPForm 983 will then be routed to the ship’s storeoffice for posting to the records. Request a copyof the NAVSUP Form 983 from the ship’s storeoffice for your files because it is not stated ininstructions to give you a copy. As the sales outletoperator you should maintain a file of alldocuments when a transaction occurs in your salesoutlet. These copies can be used as a readyreference and they are your proof that atransaction occurred. Procedures for preparinga mark-on are discussed in the NAVSUP P-487,par. 2106.

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PRICES TO OTHER MILITARYACTIVITIES

Nonexcess salable stock items of ship’s storeare sold at cost price to other military activitiesexcept as follows:

Sales to the commanding officer of ship’sstore stock for recreational purposes must bemade at the retail price.

Sales to ships not operating ship’s storesmust be made at the retail price when thetransferring ship provides a composite recreationfund. What this basically means is the requestingship shares in the profits of the supporting ship;for example, SSNs supported by an AS.

Authorized cigar messes.

Merchant ships and foreign governments.

MARKDOWNS

A markdown is a reduction of a previouslyestablished price. It is used to stimulate sales ofslow-moving merchandise or damaged goods.Markdowns are done only on the authority of aRetail Price Change, NAVSUP Form 983,approved by the ship’s store officer.

When a markdown is necessary, it is best tomark down a substantial amount, rather than asmall amount one day and a little more a coupleof days later. Make a markdown large enough tostimulate the sale now, rather than have thecustomers try to wait until you have reached yourlowest point of reduction. Initial markdowns of25 percent or 50 percent are not uncommon inthe retail trade and should be taken whennecessary to stimulate sale of the item.

All markdowns should be prominentlydisplayed so that the customers may notice thesale readily.

Standard clothing items areon a NAVSUP Form 983, butReport of Survey, DD Formcedures are covered elsewhere

DISPLAYING PRICES

A ship’s store must display

not marked downare reduced on a200. These pro-in this manual.

its prices for eacharticle so that customers can see the prices. Some

articles do not lend themselves to individual pricemarking. These include beef pepperoni sticks,belts, books, candy, chewing gum, cigarettes,combs, flint lighters, greeting cards, handker-chiefs, key rings/chains, magazines, matches,postcards, rating badges, ship photographs,shoelaces, shower shoes, soaps, toothbrushholders, and wick lighters. The selling price forthese items should be plainly marked on the binor shelf holding these items by use of signs or pricelists.

The ROM system will generate shelf labels thatidentify the stock number and price. The ROMTerminal User’s Guide (TUG) prov idesinstructions on how to produce these labels thatcan be used for all items in the retail store, butyou should make sure all items not mentionedpreviously are also marked with the priceindividually. This will help you in selling,merchandising, inventorying, while at the sametime prevent price manipulation. A standardizedprice marker and price tags should be used.Information on these items is available in theShip’s Store Afloat Basic Display and SigningRequirement, NAVRESSO VM SUP.

When you receive merchandise into the retailstore or snack bar, you will price the merchandiseusing the retail price list on the Intra-StoreTransfer Data, NAVSUP Form 973. When youare using the price marker, attach the price ticketsto each item without damaging the product orproduct container itself. You should also attachtickets uniformly on similar items so they can beeasily seen when you are ringing the prices up onthe cash register. Never use crayons or greasepencils to mark merchandise because the price canbe easily altered. Never re-mark any merchandiseunless you have a Retail Price Change, NAVSUPForm 983, approved by the ship’s store officer.Always have a price list available in the retailstore near the cash register so you can checkprices when you are not sure. You should use acopy of the Ship’s Store Inventory Count Sheet,NAVSUP Form 238, for this purpose and makechanges to this price list as required inink.

HANDLING CASH FROM SALES

The sales outlet operator is responsible to theship’s store officer for the proper handling of all

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cash received from sales (fig. 2-4). Since there is agreat deal of cash handled during an accountingperiod, caution should be exercised by allpersonnel having anything to do with money.

CASH REGISTERS

All sales in the retail store must be clearedthrough cash registers. Sales, therefore, shiftaccountability from merchandise to cash. You areresponsible for safeguarding cash in the samemanner in which you safeguard merchandise.The retail store operator is the only personallowed access to the cash register. Under nocircumstances can anyone other than the retailstore operator ring up sales. The cash registerprovides a record of the amount of money youcollect. Use it properly. Keep in mind, however,that you are held responsible for errors in pricingand in making change.

Cash registers should not be turned back, norshould the reading be altered at any time.Readings should be allowed to accumulate. The“paid-out” key, if installed in the cash register,must be blocked out to prevent use.

Location of the Register

The cash register must be located where itwill provide the customer with a clear view of theregistration of the amount of the sale. As anoptional procedure, a cash register that providesthe customer with a tape, itemized and totaled, isacceptable.

Cash Register Keys

The keys to the register will be in the custodyof the cash collection agent including keys that

Figure 2-4.—Handling cash from sales.

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permit access to the detailed tapes and the key thatcontrols the selection levers. All levers will belocked in the cash position except when the cashcollection agent is making collections.

Cash Register Tapes

If the cash register you are using generatestapes, two tapes will be generated. One tape willbe produced for the individual customer, whilethe detailed tape is retained in the register forrecord of sales. When the detailed tape getsclose to running out a green streak willappear on the tape itself. Once the taperuns out you will not be able to use thecash register again until the ship’s storeofficer or cash collection agent changes thetape. The cash collection agent will signand date the used tape and turn it overto the ship’s store officer for filing in theAccountability File, SSA-21. The tape is eventu-ally placed in the retained returns.

CHANGE FUNDS

At the beginning of each accounting periodor when the store is reopened after being closedfor over 72 hours, advance funds are provided tothe store operator by the disbursing officer. Onships operating multiple retail outlets, this advancemay be made by the ship’s store officer, thedesignated officer assistant, or designated cashcollection agent. The operator must sign a CashReceipt Certificate, NAVCOMPT Form 2114, forthe funds. The funds are used as change until suchtime as sales are sufficient to provide the requiredchange. The amount of the change fund is usually$50. An instruction on the change funds,including the amount of the change fund, will beapproved by the commanding officer and includedin the supply department instructions. Theadvanced change fund is not registered on the cashregister, but remains in excess of proceeds fromthe sales. At the close of the business day or assoon as possible thereafter, the retail storeoperator returns the amount of funds advancedto the retail store before reading the cash register.At this time, the receipt originally given for thefunds is destroyed. Advanced change funds mayremain in the cash register overnight only whenthe day’s sales have not produced sufficient cashto provide change for business the following day.

On special occasions such as paydays, when agreater amount is required temporarily forchange, an extra amount may be entrusted to theretail store operator upon presentation of his orher receipt. Such extra amounts must be specifiedin the instructions of the commanding officer tothe ship’s store officer.

CASH TRANSACTIONS

All sales in the ship’s store are made on a cashbasis and United States currency is the onlycurrency acceptable. In addition to U.S. currency,the customer has the option of using either apersonal check or traveler’s check. The ship’sstore as a matter of necessity must impose certainconditions on accepting these documents insteadof cash.

PERSONAL AND TRAVELER’SCHECKS

The most widely used alternative to cash is thepersonal check. You can accept personal checksonly from active duty or active duty for trainingpersonnel for the amount of purchase only. Two-party checks are not acceptable. Personal checksmust be on a United States account, stated interms of United States currency, inscribed withthe printed name of the purchaser and magneticink bank account number, and made payable toUSS___________. The customer’s signatureshould include his or her first name, middle initial,if any, and last name. Make sure his or her currentduty station and social security number are writtenon the back of the check. The store operatorshould politely ask for the customer’s armedforces identification card and verify thepurchaser’s signature and social security numberon the check with what is on the identificationcard. Make sure the date on the check is correctand the amount written agrees with the amountshown in numbers. Checking the basic informa-tion on the check will prevent the check frombeing returned because it was not filled outcorrectly.

Another alternative to cash is the traveler’scheck. Customers may use traveler’s checks inamounts up to $5 over purchase. Make sure thecustomer endorses the traveler’s check in yourpresence. Ask for the customer’s armed forces

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identification card and verify the signature tomake sure it is the same as that on the traveler’scheck.

PUTTING MONEY IN THEREGISTER

Once you have signed for your change fundas discussed earlier, you will have to arrange thecash from the change fund in your cash tray. Itmay seem strange, but the number of cashhandling errors you make may be related to howyou arrange your money in the cash tray. Afteryou count your money, arrange it in the cashregister carefully as shown in figure 2-5. If yourcash register has less than five compartments,place any checks you receive during the day underthe cash- tray in the cash drawer. Make sure allbills are placed in their respective compartments,facing up in the same direction. Make sure whileputting the bills in the tray that they do not sticktogether. If the bills are new, it is a good practiceto turn the corner down on each bill to preventgiving two instead of one for change. Large billssuch as $50 or $100 should always be placed underthe money tray. Keep coins in their owncompartments, with pennies on the right, thennickels, dimes, and quarters. Half dollars shouldbe kept together in one compartment next to thequarters.

Before ringing up your first sale of the dayyou should make certain the area around the cashregister is clear. Do not clutter the areasurrounding the cash register with signs, notes,or other items. The sales window should be clearso the customer can see the amount of sale beingregistered.

Figure 2-5 .—Arranging money in the register.

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TAKING THE CUSTOMER’SMONEY

Most errors happen during the exchange ofmoney between the customer and the operator ofthe store. Before you actually take the money, ringup each item the customer is purchasing separatelyon the cash register. Do not try to add the totalprice of more than one item in your head. Thecash register is designed to do this for you.Complete each transaction before thinking aboutstarting another one. This will prevent confusingyourself and the customer and will avoidany shortages or overages in the cash re-gister. Apologize to the customer who mustwait. The better you manage your customers,the fewer errors you will make in handlingmoney.

Count the money as you receive it from thecustomer for each sale. Repeat out loud theamount of money handed to you, as well as theamount of the sale. By doing this for every salestransaction, you avoid the chance of becomingconfused if the customer should claim that a largerbill was given to you. For example, as thecustomer hands you this money, you should say,“Thank you, that will be $4.35 out of $5.” Leavethe amount of money received on the change plateuntil you count the change from the till. Ifsomeone interrupts you or you forget, you willhave the exact amount received in front of youjust below the row of keys on the register. Youwill not have any doubt or mistakes on theamount. Count the change twice, first as you takeit from the till and second as you give it to thecustomer. Start counting your change from theamount rung up until you build up to the amountreceived. For example, if you have to ring up$4.35 out of $5, you would pickup a nickel anda dime from your till and count aloud, “Fourforty, four fifty,” and then pick up two quartersand count aloud, “Four seventy-five, fivedollars.” Repeat in the same way as you countthe change into the customer’s hand. If you orthe customer finds an error in your count, takeback all change from the customer. Make yourcorrections, and then count the change correctlyinto the customer’s hand. Now remove the moneyfrom the change plate and put it in the cashdrawer. Be sure to close the cash drawer afterevery transaction; never work out of an open cashdrawer. If your cash register provides a receipt,tear the receipt off and give it to the customer.Always remember to look at your first receipt of

the day to make sure it prints clearly and that thedate is right.

CASH REGISTER MALFUNCTIONS

The cash register, like any other piece ofmachinery, can break down. Most ships normallyhave a backup cash register to replace the brokenone while it is being repaired. However, if abackup register is not available, you should takethe following steps while the register is out oforder:

Keep a cash sales log and record the totaldollar value of each sale. Use an adding machineto total the value of merchandise bought by eachcustomer. The log will include columns for itemsold, quantity of the item sold, unit selling price,and extended selling price.

Use an adding machine to total the log andbalance it with cash on hand at the end of eachbusiness day.

Retain the daily log and adding machinetapes in the same manner as cash registertapes.

Enter cash collected in the Cash ReceiptBook, NAVSUP Form 470, Cash RegisterRecord, NAVSUP Form 469, and the ROMsystem.

Collect all cash including change fundsdaily.

REFUNDS

All sales made in the retail store are finalexcept that merchandise determined to bedefective may be returned for refund oradjustment under the following conditions:

When merchandise is guaranteed by themanufacturer and returned within the warrantyperiod

When merchandise can be reasonablyassumed to have been defective at the time of

sale and is returned within 30 days of suchsale

All refunds must be approved by the ship’s storeofficer before the retail store operator can acceptan item and give the customer a cash refund.Process the refund on an Overring/RefundVoucher, NAVSUP Form 972 (fig. 2-6). Thevoucher will include a short description ofmaterial returned and will be signed by the ship’sstore officer, the retail store operator, and thecustomer. Once the store operator receives thesigned refund voucher from the customer, arefund can be paid out of the cash in the register.The store operator will then place theoverring/refund voucher under the cash tray untildaily collections. The voucher will then becollected by the ship’s store officer or cashcollection agent. The amount of refund will bereported as a separate entry in the Cash RegisterRecord, NAVSUP Form 469, and the CashReceipt Book, NAVSUP Form 470. The voucheritself will be attached to the applicable page ofthe NAVSUP Form 469.

OVERRINGS AND UNDERRINGS

Some cash register operators, it seems, nevermake a mistake. But what happens if they pushthe wrong button, or the customer does not haveenough money to pay for the purchase? When anunderring occurs; that is, you didn’t charge thecustomer enough, you can correct it simply byringing up the difference between the item’s actualretail price and what you charged the customer.For example, the customer purchases a radio for$23. You, however, mistakenly ring up $13. Thisproblem is simply corrected by ringing up anadditional $10 ($23-$13). This type of cash registererror requires no authorization to correct;however, overrings require the signature of theship’s store officer before they are valid. Anoverring occurs when:

the amount rung up on the register isgreater than the price of the item, or

the customer does not have enough moneyto pay for the purchase.

Onceoperator

an overring occurs, the sales outletmust prepare an Overring/Refund

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Figure 2-6.—Overring/Refund Voucher, NAVSUP Form 972 (for refunds).

Voucher, NAVSUP Form 972 (fig. 2-7). The sales PERSONAL CHECKS RETURNEDoutlet operator and the ship’s store officer willboth sign the NAVSUP Form 972, and it will bekept under the cash tray in the register until dailycollections are made. At the time cash is collected,the person making collections will attach the 972to the applicable page of the Cash RegisterRecord, NAVSUP Form 469, and make aseparate entry on both the NAVSUP Form 469and the Cash Receipt Book, NAVSUP Form 470.

BY THE BANK

When a personal check, which was written forpurchase in the retail store, is returned to the shipdue to insufficient funds, the ship’s store officermust reimburse the disbursing officer for theamount of the check from cash in the retail storeregister. The retail store operator will take thepersonal check and place it under the cash tray

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Figure 2-7.—Overring/RefundVoucher, NAVSUP Form 972 (for overrings).

in the register until cash, a certified check, ormoney order is received for settlement. Once oneof the above is received, it will be placed in thecash register and the check returned to theindividual purchaser.

To account for a personal check returned, youshould make a separate entry on the Cash RegisterRecord, NAVSUP Form 469, showing that anuncollectible check is in the cash register. Theamount of the check will not be written in theAmount In Figures column of the NAVSUP Form469, instead the words Uncollectible Check willbe entered here so it will not be totaled at the endof the month. Once the money is received for thecheck from the individual purchaser, the amountwill be shown on the Cash Register Record,NAVSUP Form 469, for information purposes.The amount will not be included in the total figurebut the words Settled Check will reentered in theAmount In Figures column of the NAVSUP Form469 to indicate the check is settled. Keep in mindthat the amount of money received to cover thecheck will not be rung up in the register but justplaced in the cash drawer and the check returnedto the individual purchaser.

If the check is not settled by the end of theaccounting period or when the retail storeoperator is relieved, the retail store operatorshould make sure the check is included on the

inventory prelisting and the amount of the checkincluded in the inventory.

If, after repeated attempts, the ship’s storeofficer fails to collect the amount of the check,it will reconsidered uncollectible after 4 months.The amount of the check will have to be chargedas an operating expense of the ship’s store. Theamount of the uncollectible check will be reportedon the Cash Register Record, NAVSUP Form469, for information purposes only. The wordsDishonored Check will be entered in the AmountIn Figures column of the NAVSUP Form 469 tomake sure the amount of the dishonored checkis not included in the monthly total. Thedishonored check will be removed from theregister and turned over to the ship’s store officer.At the end of the accounting period, aMemorandum Invoice, DD Form 1149, will beprepared listing all dishonored checks. The invoicewill contain the following:

Name and social security number of eachcheck drafter

Date of check

Bank and bank account the check wasdrawn from

Amount of check

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A separate entry will be made for alldishonored checks by the office recordskeeper onthe Ship’s Store Afloat Financial Control Record,NAVSUP Form 235, to adjust the retail storeoperator’s accountability.

ROM users will create a separate Intra-StoreTransfer Data, NAVSUP Form 973, for dis-honored checks from the retail store to the bulkstoreroom to adjust the retail stores accountabilityon the Ship’s Store Afloat Financial ControlRecord, NAVSUP Form 235. After the ship’sstore officer verifies that an intrastore transfer wasaccomplished to adjust accountability, he or shewill change the balance on the Stock Record,NAVSUP Form 464, to zero through the ROMcorrections function and delete the stock record.

SPECIAL-TYPE SALES

In addition to regular sales transactions, youhave special transactions that are authorized forship’s store with which you should be familiar.These include group sales, bulk sales, and the saleof traveler’s checks.

Group Sales

The necessity for conducting group sales ofship’s store stock is generally limited to ships suchas transport vessels or activities that carry or serveindividual units of personnel such as Army troops,Marine Corps troops, and large detachments ofNavy and Coast Guard personnel. Because ship’sstore spaces and store hours are generally limited,it is often impossible to serve all the crew plustroop personnel on an individual basis. As aremedy, group sales may be conducted.

Under this system, troop units are dividedaccording to squads, platoons, companies,berthing assignments, or some other category, andindividual orders for purchases within a group arecombined and turned over to one responsibleperson. This person may then either purchase thegroup orders directly from the ship’s store duringhours when it is normally not open for sales, ormay clear the orders through the troopquartermaster for further combining.

In either case, a considerable amount of timewill be required for the ship’s store operator tomake up and check the group orders, andadequate allowance must be made for this time.For example, when orders are submitted late oneafternoon, this person will usually have until themiddle of the following morning to make up theorders and check them.

Group sales are always made at establishedretail prices and are cleared through the cashregister in the usual manner.

Bulk Sales

Bulk sales normally are made to Navyexchanges, MSC exchanges, or ships not operatingship’s stores when the transferring ship does notprovide a composite recreation fund. In otherwords, the requesting ship does not receive a shareof the profits from another ship’s store.

Bulk sales are made using the Requisition andInvoice/Shipping Document, DD Form 1149.Requests for bulk sales from activities that areauthorized to buy ship’s store stock at cost priceare submitted by the activities’ commandingofficer. (See fig. 2-8.) Once you receive thisrequisition, your ship’s store officer will approveit by signing the DD Form 1149. You will thensell the items requisitioned at cost price from theretail store. If your retail store stock is insufficientto cover the order, additional quantities shouldbe obtained from the bulk storeroom using theIntra-Store Transfer Data, NAVSUP Form 973.

ROM users must verify that the ship’s storestock numbers used by the requesting activity arethe same as those used by the issuing shipsrecords. The requesting activity’s DD Form 1149is then taken by the ship’s store recordskeeper whowill enter the bulk sale into the ROMmiscellaneous expenditure function and the ROMwill automatically assign an expenditure number.After the bulk sale is entered in the ROM, the DDForm 1149 is taken to the retail store, and theoperator will then sell the items requisitioned atcost price.

Normally, payment for bulk sales is requiredat the time of delivery and you, as retail storeoperator, will acknowledge receiving payment bysigning the DD Form 1149. The purchaser willthen sign the DD Form 1149 to acknowledgereceipt of material. If for some reason the storeoperator does not receive payment, a copy of theDD Form 1149 will be retained in the cash register.The value of the material will be carried asinventory and included on the last page of theInventory Count Sheet, NAVSUP Form 238, untilpayment is received. Once payment is received,it will be rung up on the cash register and the DDForm 1149 will be removed.

The cash collected from bulk sales will bereported as a separate entry for informationpurposes in your Cash Receipt Book, NAVSUPForm 470, and the Cash Register Record,

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.

Figure 2-8 .—Bulk sales.

NAVSUP Form 469. The amount collected is not Journal of Expenditures, NAVSUP Form 978.added to the total cash collected for the monthfrom the retail store. The words Bulk Sales areentered in the Amount in Figures column of boththe NAVSUP Forms 469 and 470. ROM users willenter amounts collected from bulk sales in theROM cash receipt function using store number99. ROM will automatically total and enter allcollections entered for store number 99 to the bulksales total of the Memorandum Cash Sales InvoiceDeposit of Cash with the Disbursing Officer, DDForm 1149.

Since bulk sales are made at cost price, theretail store is losing the difference between costprice and selling price. To account for this, theship’s store office will prepare a Retail PriceChange, NAVSUP Form 983, to mark down theitems to be sold to cost price. The NAVSUP Form983 will be posted to the Ship’s Store AfloatFinancial Control Record, NAVSUP Form 235.The DD Form 1149 for bulk sales is posted to the

The ROM system will enter and post the bulk saleautomatically to the applicable records. Make sureyou receive a copy of the bulk sale and theNAVSUP Form 983 for your retail store file.Larger bulk sales for orders that cannot be filledin your retail store may be made out of the bulkstoreroom at cost price. The procedures for doingthis are contained in the NAVSUP P-487.

Traveler’s Checks

Traveler’s checks may be sold through theship’s store after approval of the commandingofficer. All traveler’s checks are stored in theship’s store officer’s safe. Any traveler’s checksthat will not fit in the ship’s store officer’s safewill be turned over to the disbursing office forsafekeeping. The retail store operator will main-tain a working stock of traveler’s checks in a three-combination safe. Only the retail store operator

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will have access to the safe and any of the workingstock not sold during the working day will beturned over to the ship’s store officer at the closeof business. Traveler’s checks are issued by theship’s store officer to the store operator daily. Theship’s store officer will maintain a locallydeveloped log to account for the checks. The logis called the Traveler’s Check Control Record andthis log will have columns for the following:

Date

Quantity

Quantity

Quantity

received from vendor

issued to retail store operator

returned by retail store operator

Initials (both ship’s store officer’s andretail store operator’s)

Balance on hand

The hours in which traveler’s checks are soldwill be designated by the commanding officer andshould not conflict with the regular store hours.The minimum sale of traveler’s checks is $50.There will be a surcharge of 1 percent ($1 per$100) of the amount sold. The ship retains two-thirds of 1 percent (67 cents per $1) of thesurcharge, while the remaining one-third (33 centsper $1) is given to the vendor. To assist you inselling the traveler’s checks, consult the Ship’sStore Afloat Catalog listing for traveler’s checks,which contains complete instructions for sellingchecks to customers.

At the end of the business day, turn anyremaining traveler’s check stock and all cash fromsales of traveler’s checks collected over to theship’s store officer. Use the locally developedTraveler’s Check Cash Collection Record log forthis purpose. The log will have columns for thefollowing:

Value ofoperator

Value of

Cash for

Value of

checks issued to the retail store

checks returned

face value of checks sold

surcharge fees collected

Initials (both ship’s store officer’s andretail store operator’s)

All cash collected from traveler’s checks isrecorded in a separate Cash Register Record,NAVSUP Form 469.

CASH COLLECTIONS

The ship’s store officer is responsible for thecollection and deposit of funds received from salesin the ship’s store. If desired, however, the ship’sstore officer may designate an officer or enlistedassistant as collection agent to count and collectcash from retail stores. Such designation must bemade in writing. The cash collection agent willnot be assigned duties as retail store, vendingmachine, amusement machine, or snack baroperator. The records keeper may be designatedcash collection agent only when sufficientpersonnel are not available; however, this is notrecommended. Although disbursing personnelmay not be designated as cash collection agent,they may make collections from the sales outletsby virtue of their position. Cash received fromthe sales in the retail store must be counted andcollected from the retail store operator at the closeof each business day except when moneybags ora night depository safe is used. When more thanone shift is in operation, all cash from sales mustbe collected at the end of each shift. All cashincluding change funds will also be collected atthe end of the accounting period (30 Sept, 31 Jan,31 May), when the sales outlet is closed for 72hours or more, and when the ship’s store officeror the sales outlet operator is relieved.

During actual cash collections, the cashregister will be rung out and the reading will berecorded. The difference between the currentday’s register reading and the previous day’sreading minus the cash left in the register forchange should equal the cash collected. If it doesnot, then you have an overage or shortage.Refunds and overrings will be included in theformula when necessary.

CASH DELIVERED BY THE SALESOUTLET OPERATOR

The ship’s store officer may have the cashdelivered daily by the retail store operator to thedesignated collection agent. This is normally donewhen it is impractical for one reason or anotherfor the collection agent to go around to every salesoutlet to make collections.

When the cash receipts are delivered to thecollection agent, the ship’s store officer must

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make sure the cash registers, vending machinemeters, cash totalizers, and amusement machinemeters are read at the end of the business day.When it is impractical to do this daily, it shouldbe done at least twice weekly on an unscheduledbasis. Cash for change will be provided daily bythe cash collection agent to the store operator inexchange for a cash receipt.

MONEYBAGS

When conditions make it impractical to collectthe cash, such as when the retail store is open afterregular working hours, including weekends, allcash in the register, including the change fund,may be placed in a moneybag, which must belocked and turned over to the supply departmentduty officer or to another commissioned dutyofficer for safekeeping.

All moneybags are numbered on the outsideand are logged out in a locally developed log atthe time of issue to the retail store operator. Thesupply department duty officer or anothercommissioned duty officer keeps the log in his orher possession during the duty day. Eachmoneybag is provided with two keys. One key iskept by the retail store or snack bar operator andthe other one must be kept in a sealed envelopein the ship’s store officer’s safe. The envelopemust be signed across the flap by the ship’s storeofficer and the retail store or snack bar operator.

After closing the retail store or snack bar, theoperator places the cash from sales includingchange fund in the moneybag. The moneybag(s)is/are locked and turned over to the supplydepartment duty officer or another commissionedduty officer to be placed in a safe for safekeeping.The duty officer signs the log acknowledgingreceipt of the moneybags. The money in thelocked moneybag does not need to be counted;however, every subsequent transfer of the lockedmoneybag should be recorded in the log. Thefollowing day, before the start of business, thecash register must be read and the retail store orsnack bar operator must open the moneybag,count the money, and turn it over to the personmaking collections.

NIGHT DEPOSITORY SAFE

An approved night depository safe may beinstalled for depositing money when sales outletsare opened after regular working hours, includingweekends or any other time it is impractical forthe person making collections to do so. When the

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depository safe is used, moneybags will normallybe used to collect money from the sales outlets,with the exception of vending machines wheremoney boxes will be used. The actual use ofmoney boxes is discussed later in this chapter. Thesales outlet operator should carefully insert themoneybag or money box in the night depositorysafe, making sure it drops to the bottom. Themoney safe in the lower depository of theapproved type of night depository safe is dualcontrolled by a key and combination lock. Twokeys are provided for the key lock. One is givento a person who does not have access to orknowledge of the combination to the safe and whois responsible for opening the key lock. The otherkey is placed in an envelope (signed across the flapby the ship’s store officer and the personresponsible for opening the key lock to the safe)and is kept in the ship’s store officer’s safe. Thecombination to the money safe is kept by theship’s store officer or designated cash collectionagent. The combination is recorded on a piece ofpaper and placed in a sealed envelope, signedacross the flap by the ship’s store officer and cashcollection agent, and kept in the ship’s storeofficer’s safe.

Before the start of business the following day,the cash register reading will be taken. The keylock and the combination lock to the safe areopened by authorized personnel, and themoneybags or money boxes are removed andopened by the sales outlet operator. The personmaking collections then counts the money in thepresence of the sales outlet operator.

CASH LEFT IN THE CASHREGISTER OVERNIGHT

Cash not to exceed $50 may be left in the cashregister overnight except when more than one shiftis operated. In each instance when a $50 changefund is inadequate on a continuing basis, the typecommander may authorize that cash not to exceed$100 may be left in the cash register overnightexcept when more than one shift is operated.

It is highly recommended that cash not be leftin the register overnight; it should be locked upinside a safe installed inside the store for thatpurpose. The cash register drawer should bedrawn out in the evening to indicate that thereis no money in it. Also, a sign should be postedconspicuously outside the store stating that“There is no money left in the register overnight.”

ACCOUNTING FOR CASH

Each store operator is responsible for the cashcollected from sales as long as it is in his or herpossession. Cash is usually collected at the closeof each business day by the ship’s store officeror a designated collection agent. Two records aremaintained in which the cash collection isrecorded. In addition to these records, ROM userswill enter cash collections in the cash receiptfunction daily, or as soon as practical.

Cash Receipt Book

The Cash Receipt Book, NAVSUP Form 470,has already been mentioned often in this chapter.The NAVSUP Form 470 shows receipt for all cashand overring or refund vouchers, if any, turnedin to the ship’s store officer or cash collectionagent. This cash receipt book is kept in thecustody of each sales outlet operator. Thedesignated cash collection agent, when making the

daily collections from the sales outlets, mustreceipt for all cash in the cash receipt book. (Seefig. 2-9.) When the cash collection agent is makingcollections, the ship’s store officer will review thecash receipt book daily, or at least twice a week,and will initial entries. In addition, the ship’s storeofficer will compare the amounts entered on theROM with the amounts entered in the NAVSUPForm 470 once a week. Spaces are provided inthe cash receipt book for the date; the amountof cash turned in (which is written out in wordsand also entered in figures); and the signature ofthe person collecting, as well as that of the salesoutlet operator. Whenever an error is made, drawa line through the entire line and write the correctinformation in the following space. Line-outsmust be initialed by the sales outlet operator andthe person making collections. No alterations areallowed.

Whenever the store is closed for 72 hours ormore, record it in the cash receipt book. Record

Figure 2-9.—Cash Receipt Book, NAVSUP Form 470.

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Overring/Refund Vouchers, NAVSUP Form 972,as a separate entry in words only, with thenotation Overring or Refund, as applicable, in theFigures column and with the date and signatureincluded. The amount of the overring or refundvoucher will not be added to the total collectionfigure for the month.

At the end of the month, the sales outletoperator will total the amounts on the NAVSUPForm 470. The total figure must match with thetotal figure reported on the Cash RegisterRecord, NAVSUP Form 469, and the total cashcollections entered in the ROM for that salesoutlet.

Cash Register Record

A Cash Register Record, NAVSUP Form 469,is retained in the custody of the person makingthe collection as evidence of cash collected fromsales. Cash including any overring or refund

vouchers collected from sales is recorded in thisrecord at the end of each business day. The over-ring or refund voucher is recorded on a separateline of the NAVSUP Form 469 and the voucheritself is attached to the applicable page. The NAV-SUP Form 469 will show when the sales outlet isclosed for 72 hours or more. It is not requiredto start a new cash register record when changingcash collection agents, ship’s store officers, or dis-bursing officers.

ROM users will enter amounts collected fromeach sales outlet daily in the ROM system or assoon as practical. The ship’s store officer willcompare amounts entered in the ROM with theamounts entered in the NAVSUP Form 469 oncea week.

As the sales outlet operator, you will sign forall cash collected from sales in the cash registerrecord and should be familiar with what isentered in this record. (See fig. 2-10.) The

Figure 2-10.—Cash Register Record, NAVSUP Form 469.

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NAVSUP Form 469 provides a record for thefollowing:

The date that cash was collected.

The cash register reading at the close ofbusiness on the day the cash is collected.

The actual cash in the cash register.

The amount over or under according to thedifference between the cash in the register and thecash sales registered for the collection period.(Overrings and/or refunds will be included in theamount over or under.)

The amount of cash left in the cash registerovernight for change for the following day.

The amount of cash collected, both infigures and in words.

The amount of overring or refundvouchers, if any.

The signature of both the sales outletoperator and the person making the collection.

Any overages or shortages over 5 dollars notsubstantiated by an overring or refund vouchermust be examined and initialed by the ship’s storeofficer. No signature will be placed opposite anyentry on the NAVSUP Form 469 that shows anerasure or alterations. The entire line will be ruledout and initialed by the person making thecollections and the sales outlet operator. Whenthe type of cash register permits, the cover liftnumber, the number of customers, and thenumber of “no sales” also must be entered onthe NAVSUP Form 469. At the end of eachmonth the cash register record must be totaled andcompared to the total figure reported in the CashReceipt Book, NAVSUP Form 470, and the ROMsystem for the month.

SECURITY

A great deal has been said already regardingsecurity. This is because security is so importantand cannot be emphasized too strongly. All salesoutlets are group III spaces and should be securedas discussed in chapter 1 of this TRAMAN. Inaddition to the security mentioned in chapter 1,you should also be aware of the possibility of theftor fraud. If you are not careful, theft may occurwhile the store is opened. You can pretty well

prevent this just by keeping a close eye on thecustomers. Only allow a limited number ofcustomers at a time to enter the walk-in store andnever allow any customers to shop wearing aheavy jacket. Always ask the customers politelyto remove their coats or jackets while in the store.A small sign placed on the door will also help toremind them.

BREAKIN TO A SHIP’SSTORE SPACE

When a space is broken into, the spaceinvolved will have to first be sealed using aserialized seal. The incident and circumstances willbe reported to the commanding officer. Thecommanding officer will conduct an informalexamination to reveal the extent of the loss. Allspaces will be inventoried; all financial controlrecords or stock records closed to determine theactual dollar value of the loss. If the informalexamination reveals no loss, then no further actionis required. If the examination reveals a loss dueto the breakin, then the commanding officer mustdo the following:

Relieve the accountable officer or agent ifthe examination indicates his or her negligence

Request the assistance of the local NavalInvestigative Service (NIS) for losses in excess of$2,250

Take disciplinary action according to theUCMJ, if necessary

Reopen the space after inventory and whenaccountability is reestablished

Report findings and action taken by letterto the type commander with a copy to the fleetcommander, NAVSUP, Navy Accounting andFinance Center, NAVRESSO, and Naval SupplyCorps School, Athens

FRAUD

Fraud in the ship’s store operation refers totheft of funds or merchandise or changing officialrecords by the accountable officer or responsibleindividual. Any person suspecting fraud in theship’s store operation should report it to thecommanding officer. The commanding officerwill direct an informal examination by someoneother than the accountable officer. Any spaceaffected and all ROM backup tapes and transac-tions on the ROM microcomputer will be securedand the ship’s store operation will be inventoriedand closed out. If no loss is discovered after the

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informal examination, no further action is re-quired and the ship’s store operation may resume.However, if a loss is discovered, the accountableofficer or agent will be relieved if found to beresponsible. The commanding officer will requestassistance from the local NIS and will establisha formal fact-finding body according to the JAGManual, par. 0909. Once inventory is completedand accountability reestablished, the ship’s storeoperation will resume. The commanding officerwill report findings and actions taken in the samemanner as if a breakin had occurred.

INVENTORY

Physical inventory is the process by which youidentify, count, and evaluate all stock on hand.Inventory is conducted in the sales outlets at theend of each accounting period (31 Jan, 31 May,and 30 Sept), on relief of the ship’s store officeror sales outlet operator, and when directed byhigher authority.

The ship’s store officer is responsible overallfor an accurate and complete inventory. Justbefore inventory, a two-count system will beemployed and, therefore, a minimum of twoinventory teams is required. Normally, inventoryteams consist of two persons; however, ifsufficient personnel are not available, teams may

be composed of one person. The office records-keeper may not be assigned to an inventory team.The first team should consist of the ship’s storeofficer or other commissioned officer and oneenlisted person, while the second team will consistof one enlisted person in the supply rating E-6 orabove and one other enlisted person.

Since each sales outlet differs in size, volume,layout, and so forth, specific instructions will beprepared locally and distributed to personnel wellin advance of the inventory to cover such topicsas assignment of personnel, cutoff times, stockarrangements, and so forth. A layout sketch ofthe sales outlet will also be prepared showing eachfixture, bin, shelf, and showcase with a numberidentifying each one. These layouts are preparedby the ship’s store officer in advance of theinventory. An identical number to the one shownon the layout sketch will be attached to each fix-ture by the sales outlet operator in the sales outlet.

As the sales outlet operator, you should makesure your space is ready for inventory. First, youshould arrange all merchandise in the sales outlet,so similar items are together and stacked neatly.Second, you will prelist the space by putting theinformation, as shown in figure 2-11, on theInventory Count Sheet, NAVSUP Form 238. TheNAVSUP Form 238 is used to record the

Figure 2-11.—Prelisting for inventory.

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inventory; you may obtain the forms from theship’s store officer. You do not need to worryabout retail or cost prices on the prelisting;however, be sure you follow the inventory pattern.Prelist from left to right and finish prelisting onefixture before moving onto the next. If your shipuses the ROM system, you may be required togenerate or update the inventory prelisting byidentifying ship’s store stock numbers in the sameorder as they will be inventoried. During inventorywhen the actual physical inventory is not inprogress, and on completion of the inventory, theretail store must remain closed until it has beendetermined that there is no excessive shortage oroverage. The ship’s store officer secures the spacewith a numbered lead or car seal. A log of thesenumbered lead or car seals is maintained.

After it has been determined that there is noexcessive shortage or overage, the lead seal isbroken and the store is reopened for business.

RESTOCKING

The retail store is restocked by breaking outmerchandise from the bulk storeroom on an Intra-Store Transfer Data, NAVSUP Form 973. Pro-cedures for conducting breakouts are included inchapter 3 of this TRAMAN. The important thingto remember about breakouts from the bulkstoreroom is to check every item to be sure thatyou receive what you are charged for. If youreceive more than you are charged for, you arenot making any extra money for the store becausethe mistake will have to be resolved at the end ofthe accounting period. Also this causes a greatdeal of extra work for the office personnel. Sodemand what you are charged for and take ONLYthose amounts.

When preparing requirements for restockingthe store, there are a few basic considerations tokeep in mind. Make sure you use the basic stocklist when you prepare your list of requirementsfor the retail store. As we discussed earlier, thesebasic stock items are considered necessary for thehealth and comfort of the crew and you shouldtry to keep them in stock at all times.

In hot, humid climates, avoid overstockinghighly perishable merchandise such as candy bars,chocolates, gum, biscuits, cookies, and sometobacco products. If your retail store is air-conditioned, you will not have this problem. Youwill be able to control the temperature in yourspace. You should keep the temperature between60°F and 65°F to protect all items. If your retailstore is not air-conditioned or ventilation is poor,

you should use care when preparing yourrestocking list to avoid overstocking items thatmay be perishable. Stowage of and informationon specific stock items is covered in chapter 3 ofthis TRAMAN.

STORING FOR SEA

The important thing to keep in mind whenpreparing your store for sea is to anticipate roughweather. Racks and bins should be used to thefullest extent, especially for all breakable itemssuch as cameras and watches. When these expen-sive items are damaged beyond sale, the loss isabsorbed in your profits and there is no way themoney can be recouped. Never secure the storefor the day until you have very carefully checkedeverything and are sure things are secured towithstand any heavy seas that may develop duringthe night. It takes only one hard roll to bring allunsecured merchandise crashing to the deck.Many retail store operators have learned the hardway when they found themselves putting theirstore back together, not to mention having toanswer for their negligence. Taking the initialprecautions and a few extra minutes at the endof each day will eliminate the possibility of anymishaps.

SANITATION AND CLEANLINESS

Sanitation regulations are approved by thesenior member of the medical department andissued to all sales outlets and service activities.These instructions are posted in ship’s store spacesand must be rigidly enforced. All merchandise,shelves, bins, and the overhead must be kept freeof dust and dirt. Keep the decks clean and allowno dirt or dust to accumulate in corners. Dirtymerchandise in a dirty space loses its appeal.

In addition, personnel assigned to the spacesmust be scrupulously clean at all times. Yourcustomer has every right to expect to be servedby a neat, well-groomed operator. Create afavorable impression, and you have a customerwho is more easily satisfied.

VENDING MACHINES

Just like the retail store, the vending machinesare sales outlets. These machines are anothermeans of merchandising products aboard ship.A vending machine (fig. 2-12) is a coin-operated

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Figure 2-12.—Vending machines.

machine that dispenses merchandise after thecustomer inserts legal coins or currency. Thevending machine is equipped with a coin changerthat provides change to the customer afterpurchase. The following coin-operated machinesare authorized for shipboard use: cup or can softdrink, candy/cookie, cigarette, hot food/snack,dollar bill changer, and electronic amusementmachines.

Vending machines are very important towardhigh crew morale. The two top jobs of the vendingmachine operator are keeping the machines fulland taking care of customer complaints. Servicingthe vending machines is not an easy job. They arethe only part of the ship’s store operation thatprovide service 24 hours a day, 365 days a year.

VENDING MACHINE CASH COLLECTIONS

As the vending machine operator, you willnormally have another job on top of taking care ofthe vending machines. To make collections withinprescribed time limits and still do your jobs, you

will more than likely have to time your collectionsso they will not interfere with your other work.This can be easily worked out with the personwho is making collections. You should keep inmind that the vending machines need to becollected daily or before making any repairs to thecoin mechanism or the machine itself whether theship is in port or at sea. On the weekends in port,cash only needs to be collected from the vendingmachines if the volume of sales is over $150, orwhen making repairs to the machine or the coinmechanism. Also when the last business day ofthe month falls on a weekend or holiday, all cashmust be collected.

Collections are recorded on the NAVSUPForms 469 and 470 according to theprocedures previously described. Allcollections from the vending machines will beentered in the ROM cash receipt functiondaily, or as soon as practical. When morethan one machine is operated, the cashreceipts for each machine must be recordedon separate pages of the NAVSUP Forms 469and

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470, and the pages must be identified accordingly.The Cash Receipt Book, NAVSUP Form 470, willbe kept in the custody of the vending machineoperator. Meter readings are taken at the time ofcollection and used to determine the amount ofcash that should be in the vending machine. Arecord of these meter readings is maintained onthe NAVSUP Form 469 under the column markedNumber of Customers. The previous day’s meterreading minus the meter reading at the time ofcollection times the selling price should equal thecash collected.

LOCKED MONEY BOXES

When locked money boxes are installed indrink vending machines, the boxes will benumbered on the outside and issued to the vendingmachine operator by the person responsible forcash collections. Before issuing the locked moneyboxes, the collection agent will make sure the boxis key locked and a seal is affixed over the lockopening. The number of the seal will be recordedin an unused column of the Cash Register Record,NAVSUP Form 469.

Delivery by the VendingMachine Operator

The vending machine operator may berequired to deliver the locked money boxes to theperson making collections. If this is done, youshould first take the meter reading and write itdown before you remove the money box. Afteryou remove the full money box, replace it withthe empty one. The locked money boxes invending machines are provided with two sets ofkeys, one locks the box inside the machine, whilethe other opens the money box itself. The vendingmachine operator will have the key that removesthe box from the machine, and the other key thatopens the money box will be retained by theperson making collections. If the vending machineyou are maintaining is not equipped with a meterto count sales, you should figure out how manycans you sold when you replace the money boxes.The total cans in the machine at the last collectionplus the cans put in the machine minus the totalcans in the machine at the time of collection equalthe number of cans sold. After you get the meterreading or figure out the number of cans sold,you will deliver the locked money box to the ship’sstore officer or cash collection agent. Cash willbe counted by the person making collections inthe vending machine operator’s presence. The

person making collections will then make sure thevending machine operator agrees with the meterreading or number of cans sold for each machineand will use them to see if the cash collected isover or short. When the money box is deliveredto the cash collection agent instead of the ship’sstore officer, the ship’s store officer must makesure the collection agent is personally reading eachvending machine meter at least twice weekly.

Optional Procedures

There may be times such as weekends or afterregular working hours when the ship’s storeofficer or the cash collection agent is not availableto accept the vending machine coin box. In thiscase one of two things must be done. Place themoney box in a night depository safe or turn thelocked money box and meter reading over to thesupply department duty officer or anothercommissioned duty officer for safekeeping.

When the second method is used, a money boxlog will be maintained by the duty officer receivingthe money box. Each time the vending machineoperator delivers or receives a money box fromthe duty officer, an entry will be made in this logand signed by both persons. When the money boxis turned in, the duty officer will keep the moneybox in a safe place until the next day. The vendingmachine operator will pick up the money box andthe cash will be collected and compared to themeter reading or number of cans sold.

VENDING MACHINE CONTROLS

The Vending Machine Control, NAVSUPForm 236, is prepared monthly by the officerecordskeeper, for each drink vending machineoperated aboard ship and will be signed by theship’s store officer. The quantity of drinks in thecustody of the vending machine operator isdetermined at the beginning and the end of eachmonth. This is done by inventorying the numberof drinks in the vending machine and any backupstock that is in the custody of the vending machineoperator. The final cash collection of the monthis done at the same time inventory is taken on eachmachine.

Vending Machines in SeparateResponsibility Operations

When one or more machines are operatedunder separate responsibility, the vending machineoperator will maintain a daily record of vending

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machine drinks. This daily record will be locallydeveloped and placed on the inside door of eachvending machine. The form should indicate thedate, type of drink, and quantities as shown infigure 2-13. You must make sure you maintainthis log sheet accurately because it is turned overto the ship’s store officer at the time inventoryis done at the end of the month and used inpreparing the vending machine control. If thislog sheet is inaccurate, the efficiency of thevending machine operation will be hard todetermine.

Vending Machines in CombinedResponsibility Operations

When your vending machine operation is acombined responsibility, the procedures used willdepend on whether you have one or more vendingmachines.

When you have one vending machine, inven-tory will be taken monthly of the drinks in the

vending machine and the bulk storeroom. Theoffice recordskeeper will post the inventory to theStock Record, NAVSUP Form 464. Using theinformation on the NAVSUP Form 464, theoffice recordskeeper will figure the amount ofcans sold as we discussed earlier. The quantity ofeach flavor sold will be transferred onto anIntra-Store Transfer Data, NAVSUP Form 973.The data on the NAVSUP Form 973 will be usedto prepare the Vending Machine Control,NAVSUP Form 236.

On the other hand, if you have more than onevending machine in combined responsibility, youwill maintain a daily record of vending machinedrinks as discussed earlier. This daily record foreach machine will be turned over to the ship’sstore officer at the end of the month and thequantity of each drink placed in the machine willbe transferred onto a NAVSUP Form 973. Thedata from the NAVSUP Form 973 will be usedto prepare the Vending Machine Control,NAVSUP Form 236.

Figure 2-13.—Daily record of vending machine drinks.

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SERVICING THE VENDING MACHINES

The operation of the vending machines issometimes referred to as automaticmerchandising. However, the only thingautomatic about it is the customer drops a coininto the machine and receives the product inreturn. Everything else is done by the vendingmachine operator who services the vendingmachine.

Filling the Vending Machine

Filling the vending machine (fig. 2-14) ismuch easier if the product is stored properlybefore being dispensed. For instance, during theprocess of shipping and handling of soda cases,there may be the possibility of damage occurringthat goes unnoticed. If these damaged cases arenot removed, the cardboard, plastic wrap, andcans in the cases below or adjacent to thedamaged cases often remain wet for long periodsof time.

.

Figure 2-14.-Filling the vending machines.

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To prevent this damage, leaking or wet cases mustbe identified and removed from the pallet. We willdiscuss damaged cases and storage of differentstock items later in chapter 3 of this TRAMAN.

Before you fill the machine, go to eachindividual machine and count how many of eachflavor you will need to fill the machine. Do notguess at how much merchandise you will need oryou may find yourself carrying merchandise backto the storage area. Make sure everything youbring to the vending machine is clean and free ofdamage. Open the machine and place themerchandise in its correct slot or space in themachine. Nothing is more disturbing to acustomer than pushing for their favorite brandand receiving something else. Not only will thecustomer get the wrong product but the vendingmachine operator is not always readily availableto assist the customer. It is best to place a signon the machine with your name, rate, and ship’stelephone number where you can be located if anyproblems occur. When restocking canned sodamachines, do not forget to indicate on the dailyrecord of vending machine drinks how manysodas you have placed in the machine by flavor,if this is required.

After you have filled all slots in the machine,test the vending machine for proper operation.It is very disturbing to the customer when thevending machine will not operate or will notaccept money. Cleaning the coin changer regularlywill help to prevent contact surfaces frombecoming sticky and jamming coins. Make sureall machine lights are in proper working ordersuch as sold-out lights and correct change lights.If you do not replace these burned-out lights andthey are inoperative, the customer will put themoney in thinking the product is in the machinewhen it actually is not. They will probably thenhave to settle for a product they did not want.If you leave the correct change light inoperative,the customers may put incorrect change inthinking they will get their change back and theywill not because there will be no change in themachine. Also place a sign on the machine statingthe time it was last filled so the customer will knowhow cold the sodas might be. It is best to fill themachines about an hour before work starts so thesodas in the machine are cold by the time theworkday starts.

When possible, you should always try to fillthe machine with brand name products. Do notfill the machine with off-brand products that donot sell. You might not have to fill the vendingmachine as often; however, you are doing your

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shipmates an injustice and not doing your jobaccording to the purpose of the ship’s store.Remember, when you stick to name brandproducts you cannot go wrong.

The most important factor for you toremember when filling the machines is the timelyscheduling of refilling the vending machines tomake sure there is a continuous supply of productsand services. Not scheduling your refilling timesproperly will result in empty machines or columnsand unsatisfied customers. Remember, you mayhave to adjust your schedule for specific weatherconditions. You sell more sodas when it is hotthan when it is cold. On paydays, machines havea tendency to empty more quickly. As you gainexperience in filling the machines, you will learnto adjust to these specific conditions.

Vending Machine Displays

All product displays should be kept neat andclean and look appealing to the customer.Displays should be changed frequently tostimulate customer interest. Light bulbs fordisplays should be changed as soon as they burnout. Broken or discolored glass should be replacedas soon as possible. Plastic product decals arenormally available from the company youpurchase sodas from and should be used. Neveruse handwritten signs, if possible.

VENDING MACHINE SANITATION

The vending machines aboard ship should beinspected on a regular basis by a representativeof the medical department. Vending machines andthe surrounding area should be kept clean.Especially remember to remove all trash, emptysoda cases, boxes, and so forth, from around thevending machine after refilling it. The immediatearea of the vending machine should be well lightedand provided with a covered trash receptacle. Thistrash receptacle should be emptied and cleanedfrequently.

The vending machine itself should be mountedon a stand so it is about 6 inches off the deck.The reason for this is to make it easier for thevending machine operator to clean under andaround the vending machine, especially whenseepage occurs. The vending machine should bemounted in an area that protects it from overheadleakage or condensation from water, waste, orsewer pipes.

The actual cleaning of the machine should befrequent enough so that no surface of the vending

machine inside or out is sticky or dusty. The doorand panel to the vending machine and any accessopening for food should fit tightly and any worngasket material should be replaced to prevent dust,dirt, or any other foreign particle from entering themachines. The vending machine operator shouldmaintain a record of such cleanings in eachmachine and the record should be kept current for30 days and made available during inspections.Sanitation of vending machines is covered inNAVMED P-5010, supplement 1 to chapter 1.

AMUSEMENT MACHINES

Amusement machines aboard ship are operatedas part of the ship’s store (fig. 2-15). Because of thechanging popularity in games, amusementmachines are leased instead of purchased. Themoney boxes to amusement machines should besecured by using a restraining bar across the frontof the coin box. A keyless combination padlock isused to lock the device in place. The person

making collections is the only one who knows thecombination to this lock. You should collect cashfrom amusement machines as frequently as you dothe vending machines. As the amusement machineoperator, you will be provided with a Cash ReceiptBook, NAVSUP Form 470, to record all cashcollected. When you are operating more than onemachine, you can record cash collected for eachmachine on separate pages of the NAVSUP Form470. Also a separate Cash Register Record,NAVSUP Form 469, is maintained by the personmaking collections from the amusement machines.Like the NAVSUP Form 470, a separate page willbe maintained in the NAVSUP Form 469 for eachmachine. Meters are also installed in amusementmachines to tell you the total cash receipts for eachmachine. Meter readings are taken each time cashis collected and recorded on the NAVSUP Form469. The difference between the present meterreading and the previous meter reading should

Figure 2-15.-A group of amusement machines aboard ship.

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equal cash collected. ROM users will enter thecash collected from amusement machines in theROM amusement machine function daily, or assoon as practical. If a shortage or an overageoccurs of $5 or more, the ship’s store officer willexamine and initial it on the NAVSUP Form 469and take the appropriate corrective action.

Amusement machines are a great source ofadditional profits for your ship’s store and a bigmorale booster. You cannot lose with theamusement machine program because the con-tractor will replace the machine on request, servicethe machine, furnish a supply of spare parts whenthe ship is deployed and, in some cases, installthe machine. Amusement machines are set tocharge 25 cents per play and, depending on theamusement machine contractor, about 65 percentof the 25 cents will go directly to ship’s storeprofits.

SNACK BAR

For promoting high morale among ship’spersonnel, a well-administered snack bar can bea great asset. The objective of the snack bar isto give the best possible service to the greatestnumber of people. Many times, the services willinclude only the sale of “gedunk” (candy bars,potato chips, crackers, canned snacks, and soforth) and soft drinks, either canned or cup type.Many ships have ice cream sales and some havea popcorn machine. If you are assigned to a largesnack bar, you must know how to make sundaes,malted milks, milkshakes, and several otherspecialties. Obviously, you cannot serve thesedelicacies unless you have the equipment, space,personnel, and time. ROM users will establish aseparate outlet in the ship’s store constantsfunction so breakouts, sales, and inventories ofthe snack bar are documented.

PRICES

One thing that all hands are particularlyinterested in is the price of the items for sale atthe snack bar. Snack bar prices are set to realizea profit, but not an enormous one. Prices forsnack bar sales of ice cream will include the costof a serving of ice cream, the ice-cream mix, theflavor, the container, and the spoon. For popcornsales, the popcorn seeds, oil, salt, and containeror box are included in the price. The price forbeverages will include the cost of a serving, cost

of syrup, the container, and a spoon, if needed.Once prices are set they must be prominentlyposted near the cash register in full view of thecustomer.

CASH COLLECTIONS

Aboard ship, all sales in the snack bar arecollected and recorded separately from sales in theretail store and the vending machines. Cashcollections are made according to the procedurespreviously described.

COST CONTROL

The ship’s store officer must establish a systemof cost control that is positive and that meets therequirements for internal control. Most ships haveoperating goals in order to generate the percentof profit desired, and in connection with theoperating goals they keep production records.

Operating Goal

The operating goal is the established grossprofit percent desired, and it must be establishedby the ship’s store officer based on the amountof profit that is desired to be generated. Onceestablished, the operating goal should not bechanged during the accounting period. Thereciprocal of the desired profit will be used tocompute the sell ing prices for variousmanufactured items. For example, the ship’s storeofficer desires a profit of 35 percent. Thereciprocal of 35 percent is 65 percent. You wouldsimply divide the cost of selling a manufactureditem in the snack bar by 65 percent to give youyour selling price.

Production Records

To determine accurately the cost per portionof those items manufactured on board such as icecream, a Production Record, NAVSUP Form241, must be maintained. The NAVSUP Form241 is maintained by the person in charge ofmanufacturing the designated item and must bechecked by the ship’s store officer at leastmonthly. To ensure accuracy of the cost controls,it is essential that a uniform output ofmanufactured products be maintained from agiven quantity of ingredients.generally should be maintained asthe directions on the container ofNAVSUP Form 241 must be keptoffice when completed.

The outputprescribed inthe mix. Theon file in the

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RETAIL SNACK BAR ITEMS

Many snack bars sell such items as candy,cookies, cigarettes, canned drinks, and so forth.These items are sold at established retail pricesand when the cash register permits, sales of theseretail items should be made separately frommanufactured snack bar items. When this is notpossible the value of retail items sold must becomputed monthly or as required during theaccounting period using the formula in NAVSUPP-487. ROM users must establish a separate outletfor snack bar retail items in the ship’s storeconstants function. This is done so manufacturedand retail snack bar items are accounted forseparately.

MULTIPLE OPERATORS

Normally snack bars are operated by oneperson. When more than one person is responsiblefor the snack bar operation, cash will be collectedat the end of each shift and inventory will be takenmonthly in addition to each accounting period.Follow the procedures discussed earlier in thischapter under multiple sales outlet operators.

SANITATION OF THE SNACK BAR

Snack bars will be inspected twice monthly bya representative of the medical department. Thesnack bar operator must receive a physicalexamination from the medical department beforeassuming duties in the snack bar. This physicalmust be redone annually. The following sanitationregulations apply in the snack bar:

Snack bar operators are consideredfoodservice workers and the standards of healthand personal hygiene apply.

To safeguard the health of personnel, themedical department will inspect all food offeredfor sale.

Syrup containers should be cleaned insideout and no caking or drying should be allowed.

Only paper or plastic containers can beused for dispensing drinks.

Disposable spoons should be used for icecream and ice-cream sodas.

All utensils (including spoons, spatulas,dippers, scoops, and so forth) used for dispensingice cream and other frozen desserts will be kepteither in running water or in water maintained at180°F between each serving.

All equipment and utensils used tomanufacture ice cream and frozen desserts willbe cleaned thoroughly, rinsed with clean water,and disinfected just before use with a chlorinesolution containing not less than 50 ppm ofchlorine. The interior of the machine or interiorparts that come in contact with the mixes will notbe touched with the hands after reassembly anddisinfection until ready for disassembly andcleaning again.

All foods will be kept under secure coversto prevent excessive handling and prevent contactwith dust or insects.

Refrigerators will be kept clean at all times.No spilled ice cream or syrup should remain onthe bulkheads or deck of the boxes for more thana few minutes.

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CHAPTER 3

STOWAGE

Stowage is the assembly of material fromvarious sources held and protected in thewarehouse or storeroom until needed. Materialsstowed in various storerooms aboard ship mustbe arranged to:

make sure of maximum use of availablespace,

provide orderly stowage and readyaccessibility,

prevent damage to the ship or injury topersonnel,

prevent damage to materials,

make it easier to issue the oldest stock firstusing the first in, first out (FIFO) method,and

make it easier to conduct an inventory.

The effective arrangement of materials instorerooms aboard ships begins with the personin charge of the storeroom and continues up thechain of command. Storerooms aboard ship willnot be the same size and each storeroom willpresent a different problem when you are arrang-ing stock. Some storerooms may be difficult toget to because they are in small, out of the wayspaces. Many storerooms may have frames, pipes,stanchions, and other obstacles that may interferewith your stowage plans. This is why you oftenhave to change your plans for arranging stock indifferent storerooms.

BULK STOREROOM STOWAGE

Ship’s store storerooms are referred to as bulkstorerooms. They are designated Group III spaceswhen materials intended for resale are stowed in

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them. Group III spaces must be secured accordingto procedures discussed in chapter 1.

The person in charge of the bulk storeroom(s)is referred to as the bulk storeroom custodian and .is responsible to the ship’s store officer for allmaterial in his or her space(s). The bulk storeroomcustodian accepts responsibility for this material,once he or she signs the receipt document andaccepts custody of the material. Materials stowedin the ship’s store bulk storeroom must be limitedto ship’s store and standard Navy clothing stock.Any other articles not in the custody of the bulkstoreroom custodian must not be stowed in thesame storeroom. If an emergency exists, thecommanding officer may authorize, in writing,for articles to be stowed in the same storeroomas ship’s store and standard Navy clothing stock.Once the emergency passes, articles will be stowedin a separate space.

RESPONSIBILITY OF BULKSTOREROOM CUSTODIANS

The ship’s store officer is required to assignthe responsibilities of the bulk storeroomcustodian in writing. Once the persons assignedunderstand their responsibilities and accept them,they are then responsible to the ship’s store officerfor performing their duties properly.

The bulk storeroom custodian’s primaryresponsibility is the proper stowage, security,financial accountability, receipt, and expenditureof all stock in the bulk storeroom. The bulkstoreroom custodian will receive and issue stockto various ship’s store activities once the properpaper work is received. The custodian is alsoresponsible for the protection of stores fromdamage or deterioration and is the only personwho will have access to the bulk storeroom exceptunder emergency entry procedures discussed inchapter 1 of this manual. The custodian must keepstock arranged in the storeroom so breakouts,issues, inventories, and so forth, are easier to

accomplish. Figure 3-1 shows a Ship’s Servicemanarranging stock in the bulk storeroom.

RANGE OF RESPONSIBILITIES

Your range of responsibilities as the bulkstoreroom custodian may differ from one ship tothe next. Your actual responsibilities will be thesame, but the size of the ship’s store operationand the number of storerooms will determine thedifficulty of your tasks.

You may be assigned to a ship that hasonly 1 bulk storeroom aboard, or a large aircraftcarrier that has 10 or more bulk storerooms.

When there is more than one bulk storeroom, theship’s store officer will normally number eachbulk storeroom 1, 2, 3, and so forth. However, ona large ship such as an aircraft carrier with 10 ormore storerooms it may create confusion tonumber the storerooms in this order. The ship’sstore officer may elect to number the bulkstorerooms using the compartment and framenumber of the ship where they are located (forexample: bulk storeroom numbers 2-325-0-A,3-405-1-A, 01-544-1-A, and so forth).

On a large ship with several storerooms, theship’s store officer will normally split up thestorerooms between different custodians for

43.1Figure 3-1.-Stock arrangement.

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accountability purposes. It would be unfair andunrealistic to assign one person the responsibilityfor so many storerooms, so the ship’s store officerusually assigns one custodian the responsibilityfor about three storerooms. The number of store-rooms each custodian will be responsible fordepends on the manpower availability and theoverall number of storerooms aboard ship.

MAINTAINING FINANCIALACCOUNTABILITY

In the ship’s store operation, each custodianmust maintain financial accountability for allstock within his or her area of responsibility. Thissimply means that the custodian is responsible formaintaining the money value of all stock toprevent a shortage or overage during inventory.

Past inspections have shown that the singlemost contributing factor to lack of financialaccountability for stock in the bulk storeroom isa breakdown in internal checks and controls.Although human perfection is virtually impossi-ble, the custodian of the bulk storeroom mustalways strive to come as close to perfection aspossible. The internal checks and controls we aretalking about are included throughout the ShipsStore Afloat, NAVSUP P-487, and are designedto cut down or eliminate inventory shortages. Inthis section we discuss some of the major checksand controls considered necessary in maintainingfinancial accountability in the bulk storeroom, butit will be entirely up to each individual bulkstoreroom custodian to always follow the correctprocedures outlined in the NAVSUP P-487 whenperforming daily tasks.

Errors in Receiving

When the bulk storeroom custodian acknowl-edges receipt of ship’s store stock, he or she isaccepting responsibility for the disposition of thatstock. However, if the responsible custodian doesnot follow the correct procedures for receivingstock, then he or she is risking financialaccountability of the bulk storeroom.

All material received is inspected by the ship’sstore officer or designated receipt inspector forquantity, quality, and damage. Once this is done,the material is carried to the bulk storeroom. Thebulk storeroom custodian will obtain the retainedreceipt documents from the Incoming MaterialFile (SSA-20), take them to the bulk storeroom,and wait until the stock is brought by the workingparty. The responsible custodian will make sure

boxes brought to the storeroom are not openedand all boxes arrive. If boxes are being numberedby the receipt inspector, the custodian will makesure all numbers are accounted for. Only person-nel authorized by the bulk storeroom custodianshould be in the storeroom to assist in loadingoperations.

The custodian of the bulk storeroom acceptsthe merchandise by circling the quantity receivedon the receipt document and signing theaccountability stamp as shown in figure 3-2. Ifthe quantity of the item counted is not the sameas what is shown on the receipt document, recordand circle the actual quantity received and crossout the quantity shown on the receipt document.All cross outs must be initialed. The custodianaccepting the merchandise and signing theaccountability copy is legally responsible for theproper disposition of the material while it is inhis or her custody. The custodian will forward thecopy of the signed receipt document to the ship’sstore officer.

The custodian receiving stock into the bulkstoreroom must make sure what is signed for isexactly what is received. The custodian must nevertake for granted what stock is received and justsign the stamped receipt document. The custodianmust always make sure the quantity received isthe same as shown on the receipt document. Ifit isn’t, the custodian must change the quantityshown on the receipt document to the actualamount received and circle it. It is acceptable forthe custodian to use the quantity indicated on theoutside of the container if the container has notbeen opened previously. If the container has beenopened before, do not take for granted all themerchandise is in the container—always check itcarefully.

Movement of Stock

Most stock movements between the bulkstoreroom, sales outlet, and service activities areaccomplished through breakouts, breakbacks,and intrastore transfers. This includes items thatwill be sold to customers and items to beconsumed directly in the performance of servicefor customers such as the laundry or barbershop.

Items that are carried for sale in the sales outletare considered retail items. Retail items includeitems sold through the retail store, the snack bar,vending machines, and standard Navy clothingsold at standard prices. The internal movementof these retail items is commonly referred to asa breakout.

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Figure 3-2.—The bulk storeroom custodian accepting receipts.

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Items that are carried for ultimate expenditureas cost of operation materials and cost of salesitems are called cost items. Cost of operation itemsinclude items used in the performance of serviceto customers; for instance, items used in thelaundry, barbershop, and repair parts used for thevending machines and snack bars. The internalmovement of cost of operation items is referredto as an issue.

Cost of sales items require further processingor manufacturing and include snack bar ingre-dients, soft drink syrup, carbon dioxide gas( C O2), straws, spoons, and paper cups. Theinternal movement of cost of sales items is referredto as a breakout, like retail items.

A breakback is just the opposite of a breakout.The breakout is when merchandise is transferredfrom the bulk storeroom to the sales outlet whilea breakback is when merchandise is taken fromthe sales outlet and returned to the bulk store-room. The internal movement of stock whetherbreakout, breakback, or issue is documented onan Intra-Store Transfer Data, NAVSUP Form973.

Requests for breakouts are routed by the salesoutlet or service activity operators to the ship’sstore office for processing. After the officeprepares a NAVSUP Form 973, there are certainprocedures the bulk storeroom custodian shouldfollow. The ship’s store office will distribute theoriginal and duplicate copy of the NAVSUP Form973 to the bulk storeroom custodian to issue thestock. The triplicate copy is retained by therecords keeper. The quadruplicate copy is givento the sales outlet or service activity operatorreceiving the stock.

On receipt of the original and duplicate copyof the NAVSUP Form 973, the bulk storeroomcustodian will break out the stock. The bulkstoreroom custodian must record the quantitiesbroken out on the two documents and sign andforward the original to the office recordskeeper.The duplicate copy is retained by the bulkstoreroom custodian.

The sales outlet or service activity operator willnot have access to the original or the duplicatecopy. Once the stock is received in the sales outletor the service activity, the operator will record thequantities received on the quadruplicate copy ofthe NAVSUP Form 973. The operator acknowl-edges receipt of the stock by signing thequadruplicate copy and forwards it directly to therecordskeeper.

After the recordskeeper receives the originaland quadruplicate copy, the quantities received

will be circled on the original and entered andcircled on the triplicate copy. If a discrepancy isnoted between what the bulk storeroom custodianbroke out and what the sales outlet or serviceactivity operator received, an inventory will beconducted immediately of the item in the bulkstoreroom and the count compared against thecorresponding Stock Record, NAVSUP Form464. After reaching an agreement on the actualquantities broken out, the bulk storeroomcustodian and sales outlet operator will correctand initial all copies of the NAVSUP Form 973.

Security Controls

In chapter 1 we discussed the controlsnecessary for maintaining security in supplydepartment spaces. You learned that the bulkstoreroom is a Group III space and that it mustbe secured properly to prevent pilferage or theft.If your bulk storeroom does not conform to thesesecurity controls, then you risk losing financialaccountability for the space.

Figure 3-3 is a sample security evaluation sheetlisting the major controls necessary in maintainingsecurity in the bulk storeroom. When using thissheet, you can determine whether your bulkstoreroom is or is not conforming to these controlsby the YES or NO markings. If the securitycontrol listed on the evaluation sheet does notapply to your storeroom, leave it blank. Anycontrols to which you answer NO must bepromptly investigated and corrected.

Spot Check Inventories

During the fiscal year, the ship’s store officerwill conduct spot check inventories in the bulkstoreroom at unannounced times. The purpose ofspot check inventories is to determine if there areany differences between stock on hand in the bulkstoreroom and the quantity shown on the StockRecord, NAVSUP Form 464. At a minimum, theship’s store officer should inventory at least 5percent of the stock in the bulk storeroommonthly. Normally, the spot check inventoryshould be taken after a breakout or issue. Thebulk storeroom custodian will indicate the balanceon hand of each item on the Intra-Store TransferData, NAVSUP Form 973, after making thebreakout or issue. The ship’s store officer mayalso prepare a local spot check inventory sheetsimilar to the one shown in figure 3-4. The ship’sstore officer will issue this document to the bulkstoreroom custodian with the item descriptions

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BULK STOREROOM SECURITY EVALUATION SHEET

1. Are keyless padlocks (NSN 5340-00-285-6523) and a dead bolt door lockused to secure the bulk storeroom?

YES NO

2. If dead bolt door locks are impractical to install, are high-security key-type padlocks with shrouded shackles used instead?

YES NO

3. Are high-security hasps installed on the door to the bulk storeroom andhave any hinge pins that are exposed been tack welded to prevent removal?

YES NO

4. Is the combination to the bulk storeroom keyless padlock and the setting-inkey placed in a signed, sealed, and dated envelope and held in the ship’sstore officer’s safe?

YES NO

5. Are duplicate keys to the bulk storeroom kept in the ship’s store officer’ssafe in a sealed envelope?

YES NO

6. Has the combination to the bulk storeroom lock been changed withinthe last 6 months and/or on relief of the ship’s store officer or responsiblecustodian?

YES NO

7. If your bulk storeroom has an intrusion alarm system, is it connectedto a central area that is manned 24 hours a day?

YES NO

8. Are emergency entry procedures posted near the entrance to the bulkstoreroom where they may be readily seen?

YES NO

9. If the keyless padlock (NSN 5340-00-285-6523) is not available from thesupply support activity, are you using key-type padlocks (NSN5340-00-682-1508 or 5340-00-582-2741) in conjunction with a car seal tosecure the bulk storeroom?

YES NO

10. When using car seals to secure the bulk storeroom, are the numbers tothe car seals logged in the car seal number log?

YES NO

11. Before removing any car seals, do you make sure the number on the carseal you are removing is the same number recorded in the car seal numberlog?

YES NO

12. When setting combinations on the keyless padlock, did you pick numbersrandomly and not use popular dates or other easy to guess numbers?

YES NO

Figure 3-3.—Bulk storeroom security evaluation sheet.

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13.

14.

15.

16.

17.

18.

19.

20.

21.

22.

Are you careful not to record your combination anywhere except on thepiece of paper placed in the sealed envelope?

YES NO

Did the ship’s store officer place transparent tape over the flaps of thesealed envelope that you and he or she signed?

YES NO

Does the responsible custodian of the bulk storeroom refrain fromdisclosing the combination to the keyless padlock on the bulk storeroomto any other person?

YES NO

If articles other than ship’s store or standard Navy clothing stock arestowed in the bulk storeroom, does the commanding officer authorizesuch action?

YES NO

Are only authorized personnel allowed into the bulk storeroom?YES NO

Are small high-value items stowed in a locked security room or cage withinthe bulk storeroom when possible and, if not, are they kept out of sight?

YES NO

Are adjacent passageways to bulk storerooms kept well lighted and areall lights operational?

YES

Do shipboard security watches frequently check yourduring the day and night?

YES

If the bulk storeroom has any accessible openings, areusing bars, grilles, or expanded metal?

YES

NO

bulk storeroom

NO

they secured by

NO

Is the responsible custodian prohibited from keeping personal belongingsin the bulk storeroom?

YES NO

Figure 3-3.—Bulk storeroom security evaluation sheet—Continued.

and stock numbers. The responsible custodian Tax-Free Tobacco Productswill go to the bulk storeroom, make the counts,and return the spot check inventory sheets to theship’s store officer. The ship’s store officer willcompare the counts with the amounts shown onthe NAVSUP Form 464 to make sure inventoryaccuracy is maintained at 100 percent. Anydifferences will be handled as a gain or loss byinventory. Ships operating under combinedresponsibility are not required to do spot checkinventories.

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As the bulk storeroom custodian, you willbecome directly involved in maintaining accounta-bility for tax-free tobacco products. Tax-freetobacco products must be strictly accounted forbecause they cannot be sold within the 3-mile limitof the United States. Several tax-free tobaccoproducts will probably be stowed in yourstoreroom especially when your ship is goingthrough several extensive underway periods.

SPOT CHECK INVENTORY

DATE

BULK NAVSUPITEM STOCK STRM 464 DIFFERENCES

DESCRIPTION NUMBER COUNT COUNT (+) or (-) REMARKS

.

REMARKS

BULK STOREROOM CUSTODIAN DATE

RECORDSKEEPER DATE

SHIP’S STORE OFFICER DATE

SUPPLY OFFICER DATE

Figure 3-4.-Spot check inventories.

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Inventories must be taken of all tax-free tobaccoproducts when arriving and departing beyond the3-mile limit of the United States. Inventories willbe recorded on the Tax-Free Cigarette Inventory,NAVSUP Form 1234 (fig. 3-5). These inventoriesmust be certified and retained by the ship’s storeofficer who will also add any receipts of tax-freetobacco products each time they are received.

If a discrepancy exists between the arriving andthe departing inventories, the ship’s store officeris required to submit a written report to thecommanding officer concerning the differences.A copy of the report and inventories must befurnished to the inspecting officers and theinternal revenue service officers.

Sea stores must also be removed from theretail store or snack bar while the ship is in aUnited States port unless the stay is 15 days orless and the time does not warrant physicalmovement of the stock. When sea stores are notremoved from the store and the store is open forbusiness, a daily inventory is required to makesure no sales of tax-free products are being made.Tax-free tobacco products may not remain invending machines under any conditions while theship is in a United States port.

At the discretion of the commanding officer,an optional procedure may be used instead ofinventorying tax-free tobacco products when theship is in a United States port for a period of 5days or less and is scheduled to proceed beyondthe 3-mile limit of the United States. When a shiparrives within the 3-mile limit of the United States,all tax-free tobacco products may be stowed ina storeroom that must be secured by replacing thelocks and attaching numbered car seals. Thenumbered car seal must be attached to the lockin a manner that requires the seal to be brokenbefore entering the storeroom. A log of thenumbered car seals must be maintained by theship’s store officer. When bringing tax-freetobacco products aboard, the seal must be brokenand the quantities received must be stowedimmediately in the presence of the ship’s storeofficer. The seal must be replaced and the numberof the new seal must be entered in the car sealnumber log. Breakouts from storerooms whenusing this procedure are not authorized while theship is within the 3-mile limit of the United States.

STOWAGE OF SHIP’S STORE STOCK

Stow ship’s store stock so the storeroom spaceis used to its capacity and at the same time take

precautions to prevent damage and deteriorationto stock. To use space properly, you shouldoutline the planned use of the space. Stowageplans should be flexible to provide for changingconditions and requirements. For instance, if yourship is located in the shipyard for an extendedoverhaul, your requirements for stock will begreatly reduced and your plans for stowing stockwill decrease. However, if your ship is planningan extended deployment overseas, you will requiremany stock items and need to do some preplan-ning before deployment. Preplanning for stowageof stock for deployment will normally occur 4 to6 months before the actual departure date. TheNAVRESSO fleet assistance team located nearyour ship is available to assist you in preparingstowage plans, but a request for assistance needsto be submitted at least 120 days beforedeployment. If your ship is underway or locatedin an area where technical assistance is notavailable, the individual ship will have to plan thestowage of stock on its own. Factors that will helpyou in deciding where to stow stock will be thestoreroom’s size, location, and characteristics.The characteristics include your stowage facilitiessuch as bins, racks, deck gratings, and so forth.The purpose of these stowage facilities within thestoreroom is to help you in choosing locations tofit the requirements for the material you are stow-ing and to prevent the waste of stowage space.

FUNDAMENTALS OF GOODSTOWAGE

When we discuss the proper stowage of stockit is a lot easier said than done. This is so truewhen we refer to the stowage of ship’s store stockbecause it is so difficult to properly stow so manydifferent items. The fundamentals of goodstowage are those techniques, procedures, andprecautions used to properly stow stock.

These fundamentals will not only help you inusing your space to the fullest extent, but they willhelp you in preventing damage or deteriorationto ship’s store stock. There are some specific itemsof ship’s store stock that require special stowageinstructions in addition to these good funda-mentals. The general requirements needed toobtain good stowage include the markings ofstock, accessibility of stock, arrangement of stock,storeroom maintenance, issue and rotation ofstock, proper ventilation and humidity control,and storeroom security.

The bulk storeroom custodian needs to knowand follow the fundamentals listed previously

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when stowing ship’s store stock. Some of thesefundamental; are required and some are effectivemethods that have been used before in stowageoperations. Although they have proven to beeffective, knowledge and experience in using thesefundamentals afford the custodian of the bulkstoreroom the skills required to stow stockproperly.

SAFETY

Safety cannot be overemphasized in any phaseof the ship’s store operation and especially instoreroom stowage. The safety precautions forstoreroom stowage are contained in the NavySafety Precautions for Forces Afloat, OPNAV-INST 5100.19, chapter 2, “Storeroom Stowage.”As the bulk storeroom custodian, you should befamiliar with these safety precautions and makesure they are carried out in the bulk storeroom.The ship’s store officer is responsible forpreparing appropriate safety precautions for thebulk storeroom. These safety precautions shouldbe posted inside the bulk storeroom in plain view.

MANUAL HANDLING

All storeroom custodians should have a pairof leather work gloves because much of the workdone inside the storerooms requires manualhandling of stock due to limited space. It isimportant that you understand how to liftcorrectly because many times custodians do notthink about how to lift or handle materials.

The results of improper handling of materialsmay result in a painful hernia, a strained or pulledmuscle, or a disk lesion. The correct method oflifting objects is shown in figure 3-6. You shouldobserve the following rules and precautions forlifting:

1. Do NOT lift an object if it is too heavy ortoo bulky for good balance. Get help or usemechanical aids such as a dolly or hand truck.

2. Keep the load close to the center of yourbody. The farther the load is from the small ofyour back, the greater the strain. That is thereason a heavy compact load is easier to lift thana bulky, lighter load—you just cannot get thebulky object close to you. The best way to handlea compact load is to squat down close to the loadwith one foot alongside it and the other footbehind it. With the feet comfortably spread, youwill have better stability with the rear foot in theposition for the upward thrust of the lift.

Figure 3-6.-Manual lifting.

3. Pull the load toward you, then lift itgradually. Avoid quick and jerky motions. Pushup on your legs while keeping your back straight.A straight back keeps the spine, back muscles, andother organs of the body in the correct alignment.Tucking in your chin helps to align the spine. Nomatter what size the load, get as close to it as youcan; then get a good grip by using the full palmand extending your fingers and hands around theobject. Remember that your fingers have verylittle power and need the strength of your entirehand. Keep your arms and elbows tucked into theside of your body to help keep the body weightcentered. Avoid twisting your body during the liftor while moving the load; change directions bymoving your feet. Twisting your body during alift is one of the most common causes of backinjury.

4. Be sure to have a clear vision over the loadyou are handling.

5. Do NOT change your grip while carryingthe load.

6. Face the spot in which you intend to setthe object down; bend your knees keeping yourback as straight as possible and the weight of theobject close to your body.

7. Always allow enough room for the load toprevent injury to your toes and fingers.

8. When you are placing a load on the tableor bench, set it down on the edge and push itforward with your arms and body. If the load istoo heavy or too awkward for you to movealone—GET HELP! Remember: LIFT WITHYOUR LEGS, NOT YOUR BACK!

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Markings of Stock

The bulk storeroom custodian is largelyresponsible for the condition of stock in his orher custody. The custodian must make sure stocksare rotated (first in, first out) so that older stocksdo not become shelf-worn or deteriorated whilenewer stocks are broken out to the ship’s storeactivities. The bulk storeroom custodian canprevent this from happening by placing ROM-generated labels on each case and marking thereceipt date or manufacture date on each casebefore it is stowed. The labels generated by theROM system contain information about eachstock item. These labels, when used, should beplaced on a predetermined spot on each stock itemby the responsible custodian.

The manufacture date is a coded date shownby some manufacturers on each case. These codesare currently contained in NAVRESSOINST4067.4, issued by NAVRESSO. For items thatmay be highly perishable or deteriorate easily, youshould use the manufacture date and not thereceipt date. When you use the receipt date insteadof the manufacture date you are not consideringthe time the item has been in the supplier’swarehouse. If, for example, the shelf life of theitem is 5 months and the manufacture date isNovember 89, the product may begin to spoil ordeteriorate around April 90. If you receive theitem in February 90 and use the date of receipt,you are not considering the 3-month lapse betweenmanufacture and receipt.

NAVRESSOINST 4067.4 contains codes usedby various manufacturers to indicate the date ofmanufacture for products such as candy, cookies,crackers, tobacco products, canned drinks, andfilm. A copy of this instruction should bemaintained in the bulk storeroom for use by thebulk storeroom custodian.

Accessibility of Stock

Accessibility of stock is simply allowingyourself the capability to reach and remove anystock items out of the bulk storeroom with theminimum of effort. Accessibility of stock is a veryimportant fundamental of good stowage. Whenyou receive new stock you must keep in mind thatsome day you will issue or inventory items in thestoreroom. You do not want to stock 20 cases ofan item on 1 case of a different item. More thanlikely you will use that 1 case before you use the20 cases. With proper arrangement and use of the

storeroom facilities you should never have thisproblem.

Arrangement of Stock

Bulk storerooms should be neat and orderlyand, when possible, container labels should befacing out. Containers should be arranged byitem, brand name, and date of receipt or date ofmanufacture. This way the contents of the itemcan be determined without handling each item andit will facilitate breakouts, inventory, and properturnover of stock. Case lots should be stowed ondeck gratings and not placed directly on the deck.A few things to keep in mind when you arearranging stock are discussed below:

Item similarity—Items that are similar andhave similar handling requirements should bestowed together when practical. This will makeyour job of issuing and controlling these stockitems easier.

Item popularity—The popularity of an itemmust also be considered when arranging stock.Fast-moving stock should be stowed in areas thatare easily accessible. Slow-moving stock shouldbe stowed away from easily accessible areas.

Item size and weight—The size and weight ofthe item not only affect the amount of stowagespace needed, but also affect your decision onwhere you will stow it. For example, a large, heavyitem should be stowed in a location that willprovide a balance between accessibility andrequired handling. In other words, do not stowheavy laundry supplies in the forward portion ofthe ship while the laundry is located aft.

Item quantity—The quantity of the items tobe stocked affects the amount of space requiredand will affect the arrangements of other stock.If you have a large number of one stock item, itis always better for you to increase the amountof space needed to stock all the items in one spacethan splitting the items up into two or moredifferent locations. Keeping the item in onelocation will also help in accounting for the itemespecially during inventory.

Breakable material—Fragile material shouldnever be stowed in the same location with heavymaterial. It should be stowed in a separatelocation to prevent excessive movement while theship is underway. Empty cardboard cartons may

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be cut into strips and used to fill unused spacewhere fragile material is located. Material receivedin glass containers must receive special attentionsince breakage not only results in loss of the itembut may cause damage to other stores or createa hazard to personnel.

Aisles—When arranging stock, position anaisle about 30 inches wide in the storeroom so youwill have access to all stock. If an aisle is notmaintained, you will have to remove several itemsto get to others during breakouts or issues andinventory can turn into a nightmare. It is generallyrecognized that just before deployment and 1month into deployment it may be hard to main-tain an aisle in the storeroom due to the amountsof stock on board. Lack of stowage space is a veryevident problem aboard ship and during pre-deployment planning these problems need to beresolved. The supply officer may be able tonegotiate with other department heads foradditional stowage space. If additional space isnot available, stowage plans will have to be madeon the space available.

Item characteristics—Most items of ship’sstore stock are of such nature that special stowageis not required. However, there are some stockitems that require special considerations such asflammable stock, perishable stock, and so forth.We discuss some of these stock items later in thischapter.

Storeroom Maintenance

The responsible custodian of the bulk store-room is responsible for cleaning and maintainingthe space, including keeping the storeroom freeof items that should be surveyed because they aredamaged or deteriorated. When such items arepresent in the bulk storeroom, the responsiblecustodian should notify his or her supervisor soaction can be taken to mark them down or surveythem.

The neatness, cleanliness, and order of thebulk storeroom are also responsibilities of thecustodian. These are carried out by properhousekeeping and maintenance of the space.Observation of good housekeeping practices in thebulk storeroom promotes safety, reduces lossesfrom damage of merchandise, reduces firehazards, and increases the efficiency of the bulkstoreroom operation.

Before you secure for the day, break down allloose boxes, sweep, and remove all trash from the

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bulk storeroom. Also inspect and clean bins,shelves, ventilation ducts, and fans periodically.After major receipts or breakouts, stock shouldbe organized with the content labels visible.

The material condition of the space is also theresponsibility of the responsible custodian. Forinstance, rust is an ever-present enemy andrequires constant vigilance to keep it undercontrol. Rust spots should be chipped, brushedor sanded, primed, and spot painted. Loose boltsshould be tightened promptly to prevent possibledamage to the storeroom or its contents. Pipes,valves, electrical systems, watertight fittings, andfire-fighting equipment must be examined dailyand any defect reported to the ship’s store officer.The ship’s store officer should inspect all ship’sstore activities under his or her control eachbusiness day and submit required reports to thesupply officer or duty supply officer before 8o’clock reports. The method and the time of thesereports are established in each ship’s routine.

Before getting underway into open seas,storerooms must be thoroughly inspected andsecured to prevent stores from shifting due to theship’s motion. Bulk stores must be braced orlashed to bulkheads, stanchions, or battens, andthe fronts of open bins and shelves secured toprevent stores from falling out on the deck. Onceyou check and prepare your storerooms for sea,notify your supervisor to have the storeroomchecked. After all ship’s store spaces have beenprepared for sea and checked, the leading Ship’sServiceman reports to the ship’s store officer thatall ship’s store spaces are ready for sea. The ship’sstore officer passes this information to the supplyofficer so readiness reports for getting underwaymay be given to the officer of the deck in thepilothouse.

Issue and Rotation

Earlier you learned that the oldest stock onhand in the bulk storeroom should be issued first.Generally speaking, it is first in and first out.However, when deployed overseas, you mayreceive stock from naval supply depots or combatlogistics force (CLF) units that was manufacturedbefore the stock procured in the United Stateswhen loading out. Manufacture age codes that wediscussed earlier are especially important in thiscase because they indicate the date ofmanufacture. In the instance above, the new stockjust received is actually older than the stockalready in the bulk storeroom and should beissued first.

Ventilation and Humidity Control

All storerooms must be well ventilated toprevent excessive heat and humidity because hightemperature and humidity encourage bacteriagrowth and insect infestation. In addition, highhumidity can result in mold and mildew and maycause mustiness in cookies, crackers, and tobaccoproducts. Of course you have no control overstoreroom location, but you are responsible formaking sure space is left between cases andstructural obstructions such as steam pipes topermit maximum ventilation. When possible, bulkstorerooms will be ventilated once a week topermit air circulation and to remove stagnant airthat can cause damage to perishable items.

STOREROOM SECURITY

Security of the bulk storeroom has beenmentioned several times in this chapter butsecurity cannot be overemphasized. No matterhow well you fulfill other requirements for goodstowage, without proper security your efforts willbe useless. Security is not only important froma standpoint of preventing unauthorized use,pilferage, and theft of stock, it also preventsdamage to stock and storeroom facilities andhazards to personnel and the ship due to improperstowage.

SPECIAL STOWAGE

Most items of supply are of such a nature thatspecial stowage is not required. However, thereare some items that require special considerations.For instance, some materials have characteristicsthat require the materials to be specially stowedor handled to prevent a hazard to personnel orfacilities. Other materials require a high degreeof protection because they have a limited stowagelife and care must be taken to make sure the oldeststock or that which may have an earlier manu-facture date is issued first. Also many foods orconfections must be stowed in areas where thetemperature can be controlled to preventdeterioration. When planning the stowage ofship’s store items, you must recognize thesefactors and take appropriate action.

HAZARDOUS MATERIALS

Certain materials with inherent hazardousproperties require special stowage facilities and

handling precautions. The Naval Ships’ TechnicalManual, chapter 670, and the ConsolidatedHazardous Item List (CHIL), NAVSUP P-4500(now known as the Hazardous MaterialsInformation System (HMIS) List, DOD 6050.5)outline the requirements for stowage ofdangerous, semisafe, and safe materials and listthese materials under each classification.

Dangerous Materials

Dangerous materials include all types ofcompressed gases and materials that present aconsiderable fire hazard or other dangerouscharacteristics. These materials must be stowedin a cage within the paint and flammable liquidstorerooms with access limited to the responsiblecustodian. Paint and oil constitute the bulk ofmaterial in this category that is stocked. The paintand flammable liquid storerooms are normallyprovided with sprinklers and CO2 smotheringsystems that may be activated by automatictemperature sensitive devices inside thestorerooms and by manual controls outside thestorerooms. A flooding system operated manuallyoutside the storerooms is an additional safetyfactor. When practical, these storerooms arelocated below the full load waterline, near eitherend of the vessel, and not adjacent to a magazine.They are equipped with watertight doors that mustbe locked and dogged when not in use.

Semisafe Materials

Semisafe materials include linseed oil, paints,and metal polish. These materials are consideredsafe as long as the containers have not beenopened and do not leak. Any leakage must becleaned up promptly and also the leaking oropened container issued for use or otherwisedisposed of. All semisafe materials must bestowed in the paint and flammable liquidsstoreroom.

Safe Materials

Safe materials include deck wax, furniturepolish, and laundry blue. Safe materials are notsubject to spontaneous combustion and presentno particular hazard due to reactions that mightarise from broken containers. No special stowage,fire protection, or ventilation is needed for safematerials.

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SPECIAL STOWAGE OF SHIP’SSTORE STOCK

Certain items of ship’s store stock are highlyperishable in nature and, therefore, properstowage techniques are important. You havealready learned that the oldest stock on hand mustbe issued first, unless the newer stock wasmanufactured before the stock already in thestoreroom. Perishable items should be inspectedfrequently for signs of damage, spoilage, insectinfestation, or rodent contamination. If hot pipes,such as steam lines, are present in your stowagespace, you should make sure they are insulatedproperly to prevent heat transfer to stowed fooditems. A high stowage temperature is always badfor perishable items. High temperatures increasethe risk of bacterial growth, and insect infestationis particularly dangerous when accompanied byhigh humidity. When high humidity is present,chemical action is accelerated; food acidsnaturally present within cans become activatedresulting in pinholing, blackening of contents, andswelling of cans. In the following section, wediscuss specific ways you can prevent damage andpersonnel hazards from happening when stowingspecific items. Although laundry and dry-cleaningchemicals require special considerations, they arenot discussed in this section because they arediscussed in later chapters.

Flammable Ship’s Store Stock

Any ship’s store stock that has a closed cupflash point of 200°F or less is classified asflammable stock. These authorized items of ship’sstore stock are listed in the NAVSUP P-487, par.6008. The flash point of a liquid can be definedas the lowest temperature at which its vapor formsan ignitable mixture within the air. The flash pointmeasures the risk of combustion when the liquidescapes its packaging. Do not confuse the flashpoint with the combustion temperature which iswhen the liquid will actually burn. As long as thetemperature remains below the flash point, thereis no potential danger of a liquid burning.

The following precautions are taken tominimize the hazards of handling flammableship’s store stock:

Carefully estimate needs to preventoverstocking of flammable items. Limit retailstore quantities to 3 days of anticipated sales.

Once you receive flammable ship’s storestock, check i t for condi t ion , correctidentification, and proper marking/labeling.

Do not concentrate flammable items in thestore; stow remaining stocks in a flammable liquidstoreroom or other protected space.

Identify flammable stock on the StockRecord, NAVSUP Form 464.

Periodically inspect flammable stock in thestore and in the storeroom for leakage.

Post NO SMOKING signs and make suregood housekeeping practices are strictly followedin areas containing flammable stock.

Clothing

Dunnage or deck gratings must be used tokeep clothing cases off the deck and away frombulkheads since moisture caused by sweating canbe absorbed by the cases and result in stains andmildew on the clothing. Clothing should bestowed in a systematic manner; that is, arrangedaccording to stock number and by sizes of articles.When preparing for inventory you will save timein getting the stock ready for counting. Rememberto always put the new stock in back of the oldstock, so that you can follow the first in, first outrule when issuing material.

Clothing stock, such as gold braids, buttons,cap devices, insignia, and so forth, must bewrapped individually in nontarnishing paper andnot held together by rubber bands. Rubber bandsand certain types of wrapping paper contain sulfurthat tarnishes gilt or gold articles, especially braidand thread. Always be careful when handlingwhite articles because they stain so easily. Anyclothing items made with rubber should be keptclear of heat. Frequently you must inspect yourstoreroom where clothing items are stowed fordampness and the presence of moths.

Food Products and Snack Bar Items

The proper stowage of food products andsnack bar items is essential if you are going to givethe customer a fresh product. Food productsshould be stowed at 70°F. Cookies or crackersmust be stowed in a well-ventilated space becausethey will rapidly deteriorate and become stale andmusty when the humidity is greater than 75percent.

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Light can cause deterioration to snack barsupplies bottled in glass containers. The casesholding these glass containers should not beopened until ready for use or sale. Hightemperatures are also the chief cause ofaccelerated spoilage in snack bar canned foodsand toppings and can speed up the pinholingaction caused by the acid in canned citrus fruitjuices. All snack bar supplies except cups, dishes,and spoons should be stowed in a cool, dry space.

Candy

Candy is included under the confectionscategory aboard ship. Candy will keep reasonablywell when it is stowed in a dry space and air freelycirculates around the cases. If the air circulationis improper, hot spots may develop and cause theproduct to deteriorate. Never stack cases of candyover 8 feet high because the pressure and weightwill damage the product in the lowercase. Neverstow candy with other ship’s store stock such asdry goods protected with camphor, detergents, orother products, or the candy will spoil.

Candies can also be spoiled by hightemperature and humidity. Chocolates should bestowed and displayed at 60° to 65°F with a relativehumidity of 50 percent. If chocolates are stowedabove 70°F, the cocoa butter will melt and riseto the surface of the candy causing a conditionreferred to as white bloom. Although it is stilledible, it looks bad and will hurt sales.

Nonchocolate candies are affected more byhigh humidity than temperature. High humiditywill change the taste of nonchocolates. With itemssuch as marshmallows, nougat, and fudge it is justthe opposite, if the humidity is less than 40percent, these types of items will dry out. Othernonchocolates such as jellies, caramels, and hardcandies will become sticky when the relativehumidity is over 60 percent.

Film

Film should be stowed in a cool, well-ven-tilated space since it deteriorates rapidly in high

heat and humidity. Film stocks must be rotatedand issued according to the expiration date printedon the package by the manufacturer. Cut film andsensitized photographic paper should be stowedon edge to prevent them from sticking together.

Tobacco

To keep tobacco products from becomingstale and musty, they should be stowed in a dry,well-ventilated space. Cigarettes should be stowedin a cool place at 70° to 75°F with a relativehumidity of 60 percent. Cigars and tobaccorequire dry stowage of about 60°F.

Canned Drinks

Canned drinks can last for quite a while if theyare stowed properly. First, always cross stocksodas to keep the stack solid. Second, do not stackcanned drinks too high or bursting and crushingcan occur to the lower layers. Third, do not stackcanned drinks too close to steam or heated pipes.Fourth, stow canned drinks on pallets or deckgratings secured with battens. This will not onlyprovide good air circulation around the stacks,but will prevent the stacks from falling andbecoming damaged while the ship is underway.

Canned drinks must also be properly rotatedso the customer purchases a fresh product. Youmust frequently inspect canned drinks and removeany leaking or wet cans from the pallet to preventsecondary damage. Secondary damage occurswhen you leave damaged or leaking cases in astack of canned drinks. If they are not removed,these cases will cause the cardboard, plastic wrap,and cans below or adjacent to the damaged casesto become wet and sticky for long periods of time.This wetness is sometimes not seen from theoutside of the pallet and corrosion will take place.The outside of good cans deteriorates and beginsto pinhole and leak. Secondary damage candestroy an entire pallet if the damage is notcorrected promptly.

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CHAPTER 4

BARBERSHOP SERVICE

Ship’s Servicemen operate and manage thebarbershop aboard ship. As a Ship’s Servicemanthird class working in the barbershop, you willcut hair and sanitize equipment and tools toprevent the spread of diseases. The skill of cuttinghair comes from constant practice using the basichaircutting methods. Since the methods youshould use for cutting hair and the procedures youshould follow on how to maintain barbering toolsare covered by NEC SH-3122, all occupationalstandards covering the barbershop have beendeleted except for occupational standard 72008which covers the principles of customer relations.Therefore, since the contents of this manual arebased on the occupational standards, we will onlydiscuss material relating to the principles ofcustomer relations at customer contact points. Tolearn how to cut hair and use barbering equip-ment, you must attend the Ship’s Serviceman’sbarber school, a 4-week course designed toprovide training to enlisted personnel in the areaof barbering. Upon completion of the course, youwill receive credit for NEC SH-3122 to bedesignated as a barber.

THE BARBERSHOP

The proper administration and operation ofthe barbershop is the responsibility of the supplyofficer. This responsibility for the ship’s store andservice activities may be delegated to a juniorSupply Corps officer attached aboard ship afterthe commanding officer’s approval. This delega-tion of responsibilities does not relieve the supplyofficer of any of his or her responsibilities for thedepartment. Barbershop services aboard shipshould include regular haircuts, afro haircuts, andtonic. A picture of regular and afro haircutsshould be mounted side by side in the barbershop.Other services may be provided if time, space,equipment, and personnel permit; however, nospecial customer services should be provided.

PURPOSE OF THE BARBERSHOP

The main purpose of the afloat barbershop isto provide regulation haircuts to shipboardpersonnel and maintain the traditional smart ap-pearance of Navy men and women. As a barber,you should be familiar with the Navy’s policy ofgrooming standards as set forth in U.S. NavyRegulations. The Navy judges grooming stan-dards on neatness, cleanliness, military image, andappearance in uniform of Navy members. A signindicating authorized grooming standards forU.S. Navy personnel should be posted in thebarbershop.

STANDARDS OF SERVICE

The standards of service are those standardsthat are normally expected of the barbershop toprovide their customers. These standards will beused by the management to evaluate the effective-ness of the barbershop operation. To make arealistic evaluation, management must take intoconsideration the facilities, equipment, space, andpersonnel available. They must take thesecapabilities and match them with the barbershopstandards of service. These standards of servicefor the barbershop are listed in appendix D of theNAVSUP P-487. You must become familiar withthese standards in order to maintain the serviceyour barbershop provides at a high level.

BARBERSHOP INSTRUCTIONS

To assist barbershop personnel in the properperformance of their duties, supply department,medical, and ship’s instructions were developed.

Supply Department Instructions

Supply department instructions providebarbers with instructions on doing their jobproperly in certain areas of the barbershop. Acopy of these instructions should be posted in the

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barbershop for every barber to see and read.Barbershop instructions may vary slightly fromone ship to another; however, they all provideinstructions governing barbershop personnel,equipment and spaces, and conduct of barbers.These instructions must be approved by the supplyofficer and the commanding officer.

Ship’s Instructions

Ship’s instructions set forth the hours thebarbershop will operate, including schedules forofficers, CPOS, and crew. These instructions alsoinclude the type of scheduling whether it is byappointment system or divisional schedule system.The hours of operation and appointment scheduleshould be posted on the door entering thebarbershop.

Medical Instructions

The medical officer prepares instructions,using the Manual of Naval Preventive Medicine,covering the sanitation of the barbershop andpersonal hygiene. The instructions should besigned by the senior medical officer aboard andposted in the barbershop for all barbers to see.If a medical officer is not attached, theinstructions will be prepared and signed by thesenior corpsman (HM) aboard.

BARBERSHOP PERSONNEL

The number of personnel working in thebarbershop varies from ship to ship. The Ship’sServiceman in charge of the barbershop isresponsible to the supply officer for satisfactoryoperation of the shop.

The senior Ship’s Serviceman working in thebarbershop is normally the supervisor. The jobof the supervisor includes obtaining supplies,making sure quality service is provided, andmaintaining security within the barbershop. Themain duty of the supervisor is to make sure otherbarbers are using proper barbering techniques.The supervisor should make sure the barbershopis run in a businesslike manner and emphasizecourtesy and military etiquette at all times.Emphasis should be placed on the policyconcerning accepting tips for services as this isprohibited.

Although the supervisor is responsible forgetting supplies, all barbers should make sure theyhave all the required tools for cutting hair, suchas combs, shears, clipper blades, and so forth. If

you are running short on one particular supply,let the supervisor know so it may be ordered.

Security of the barbershop is also important.The supervisor should be the last to leave the shopand should make sure it is secured properly at theend of the workday. Since the barbershop is aGroup IV space, the keys should be handled asoutlined in chapter 1 of this manual.

Good Barber Ethics

Good ethical conduct deals with the rules andstandards for conduct and practice in the barber-shop. The way barbers treat their customersbuilds a good relationship between the barbershopand the ship. These good ethics include thefollowing:

Opening the barbershop on time

Giving courteous and friendly service

Showing no favoritism between customers

Showing respect for feelings and rights ofothers

Fulfilling your duties to the best of yourability

Setting examples of good conduct andbehavior

Being loyal to other barbers

Practicing good sanitary techniques

Having good personal hygiene andpersonal appearance

Using correct military courtesy whenanswering the telephone

Listening attentively to customers’complaints

Talking intelligently about your work

Posting a No Smoking sign in the barber-shop

Poor Barber Ethics

Poor ethics also deal with the way barberstreat their customers, but poor ethical conduct can

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cause a bad relationship between the barbershopand the ship. DO NOT do the following:

Criticize other barbers in front ofcustomers

Use profane language

Become sarcastic with unpleasant cus-tomers

Accept tips

Use poor barbering practices

Be careless in sanitation practices

Smoke in the presence of customers

Discuss personal problems with customers

Lounge on arms of chairs or furniture

Play the radio too loud

Carry on a conversation with someonewhile serving a customer

Open the barbershop late

Have poor personal hygiene

SCHEDULING APPOINTMENTS

The purpose of scheduling appointmentsaboard ship is to provide better service to thecustomers. Shipboard personnel should receive ahaircut once every 2 weeks; therefore, the scheduleshould be made with this factor in mind. Otherfactors that need to be considered areas follows:

Number of personnel aboard

Number and competency of each barber

Daily workload of each barber

Space available for patrons to wait (usuallyno more than two should wait for eachbarber)

A barber can usually give a satisfactory haircutin 20 minutes. Therefore, if busy all the timeduring a 7-hour work period, the barber can give21 haircuts. The barber needs time for personal

hygiene, sterilizing barbering instruments, and forhelping with general shop sanitation—to saynothing of rest periods and the noon meal.

The two systems recommended for schedulingappointments for the barbershop are theappointment system and the division schedule.

APPOINTMENT SYSTEM

Appointment schedule sheets are marked offfor a definite number of haircuts for each barberduring the day. Every barber keeps his or her ownsheet and posts it the day before the time thehaircut is to be received or early in the morningon the day customers apply. There is a space forthe signature of each customer opposite theappointment time selected.

The appointment system works fairly well,although on occasions customers fail to report forappointments and throw your schedule off.Occasionally, an unclaimed period may beclaimed by another customer. If you experiencetoo much difficulty with broken appointments,you can report their names to the responsibledivision officer.

The customers who make what they think areproper appointments and find no barber to servethem are understandably upset. Make sure theprocedures you follow are well known by the cus-tomers and are followed explicitly by all barbers.

DIVISION SCHEDULE

The division schedule allows a definite numberof hours during which personnel in a particulardivision may receive service in the ship’s barber-shop. The division petty officer controls the sched-uling of appointments and sends a certain numberto the barbershop at a time. This method of sched-uling prevents broken appointments, but it is gen-erally not preferred over the appointment system.

The barbershop supervisor should save all theappointment sheets for at least 2 weeks just in casesomeone complains about not being able to geta haircut because of full appointments. Thisprotects the barber in the case of someone failingan inspection and claiming he received a haircutin the shop when he did not.

BARBERSHOP SPACEREQUIREMENTS

The barbershop should be a pleasant space toenter. The air within the barbershop should

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neither be dry or stagnant nor have a stale mustyodor. Most barbershops are air-conditioned soyou can easily control the atmosphere within theshop. The temperature of the shop should be keptat about 70°F. Do not allow the temperature toget too cold or too hot.

You should always check your lighting to besure there are no burned-out light bulbs and thelighting is sufficient to prevent undue strain onyour eyes. The bulkheads, deck, and all flatsurfaces need to be kept clean of all hair and dirt.The barbershop should be equipped with a sink,having hot and cold running water. The barber-shop should never be used for lounging, eating,or sleeping. A ship having 101 to 300 personnelshould have one barber chair with one additionalchair for each 300 personnel. Barbershops withmore than one chair should have the chairs spaced4 1/2 to 5 feet apart to allow ample room for eachbarber. Ships with less than 100 personnel shouldhave portable barbershop utensils stored in alocker. On ships carrying troops, if two or morebarber chairs are required for the troops, aseparate troop barbershop should be provided.

PERSONAL HYGIENE

Although personal hygiene is a subject mostpeople would choose to keep private, in theshipboard barbershop poor personal hygiene issomething that cannot be tolerated.

As a barber you should take pride in the wayyou look. Pay close attention to correct postureand neatness and do the following:

Shower daily.

Use deodorant.

Clean and brush teeth regularly aftermeals.

Use mouthwash.

Shave daily.

Keep your moustache trimmed properly.

Keep hair trimmed and neatly combed.

Keep nails cut and clean.

Keep shoes shined.

Wear pants that are clean, without holes,and pressed.

If you do not follow the previous traits, youshould try to conform to them. Personal traits aresometimes hard to change, but after you get intoa routine, it will be easier.

Posture is another factor involving your per-sonal appearance. Most barbers do not realize thebenefits of good posture. Good posture not onlymakes you look better, it builds good health andallows the inner organs to function properly.Standing erect improves your speech by freeingthe power source of your voice, the diaphragm.Standing for 8 hours at a time puts extra stresson your body. You will find yourself feeling betterafter a long day when you stand correctly. Thefollowing rules should be followed when standingin the barbershop:

Carry your body weight on the balls ofyour feet.

Keep your shoulders back.

Hold your stomach in, even if you are notoverweight; poor posture can give you apotbelly.

Hold your head high and straight.

Good posture will eventually prevent achingin the neck, shoulders, lower back, and feet, andwill make your entire day go easier.

BARBERSHOP SANITATION

The main purpose of barbershop sanitationis to prevent the spread of infectious diseases.Since rendering barbering service requires directcontact with the customers, skin, scalp, and hairsanitation cannot be overemphasized. Barber-shops should be inspected a minimum of once amonth by a representative of the medical depart-ment. Before assuming duties as a shipboardbarber, you will receive a physical examination.After the initial physical examination it will berepeated on an annual basis.

BACTERIA

Since the main purpose of sanitation is toprevent the spread of infectious disease, youshould familiarize yourself with ways ofpreventing the spread of disease. Contagious

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diseases, skin infections, and blood poisoning arecaused by transferring infectious material fromone person to another, or by using unsanitarytools. Dirty hands or fingernails are also sourcesof contagion.

Bacteria, commonly known as germs, are one-cell microorganisms found nearly everywhere.Bacteria exist on the skin, water, air, decayedmatter, in the secretion of body openings, on theclothing, and under the fingernails. The micro-organisms are normally not visible to the nakedeye.

Nonpathogenic Bacteria

There are hundreds of types of bacteria; theyare classified into two groups. The first group isnonpathogenic, which is harmless bacteria thatconstitutes the majority of all bacteria.

Pathogenic Bacteria

Although pathogenic bacteria are the minorityof all bacteria, they can cause considerabledamage by attacking plant or human tissue. It isbecause of pathogenic bacteria, which producedisease, that barbershop sanitation is necessary.This group of bacteria belongs to the parasitefamily which requires living matter to grow.

BACTERIAL INFECTIONS

There are basically two types of infections thatpathogenic bacteria can cause, local infections andgeneral infections. A local infection is indicatedby a boil or pimple containing pus. A generalinfection results when bacteria enter thebloodstream.

Control of bacterial infections can only bedone through the use of proper sanitationpractices. Although all bacteria cannot be killed,they can be kept inactive or harmless throughproper sanitation.

SANITIZING

To render all inactive bacteria harmless, allbarbering tools must be sanitized. For a barberto do this, the following necessary sanitizingequipment and supplies must be available:

Chemical disinfectants

Wet disinfectant (jars using prescribedNavy disinfecting solutions)

Disinfecting cabinet

CHEMICAL DISINFECTANTSREPRODUCTION OF BACTERIA

Bacteria consist of a cell wall and internalprotoplasm. Using the surrounding environmentthey manufacture their own food, grow, andreproduce. During the bacteria’s life cycle, theyhave two distinct phases: active and inactive.During the active stage they grow and reproduce.Bacteria multiply in dark, warm, damp, and dirtyplaces where sufficient food is present. Thebacterial cell absorbs the food, grows to itscapacity, and separates, producing two daughtercells. One cell can lead to the reproduction ofmillions of cells under favorable conditions. Oncethe area is sanitized and favorable conditions donot exist, the cells will either die or becomeinactive. These inactive cells can withstand periodsof famine, dryness, and unsuitable temperaturesby forming a tough outer shell. These inactive cellscan be blown around in the dust and are notaffected by disinfectants, heat, or cold. Onceconditions are favorable again, these cells willreturn to the active stage and reproduce.

Chemical disinfectants are germicidal solu-tions or substances that eliminate or reduce thenumber of bacteria. They must be used foradequate disinfection of barber instruments. Themost commonly used chemical disinfectants in abarbershop are as follows:

Clippercide Spray 4-in-1 Formula (avail-able through the ship’s store contract bulletin) oran equivalent spray that disinfects, lubricates,cleans, cools, and is approved by the Environ-mental Protection Agency (EPA) and has an EPAregistration number—may be used for disinfectingremovable clipper heads and other metallicinstruments.

Alcohol 70 percent—may be used formetallic instruments or combs.

Disinfectant, germicide, fungicide—astandard stock item useful for disinfectingcombs.

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NOTE: The use of ultraviolet light, form-aldehyde tablets, and materials capable ofreleasing formaldehyde into the air is notauthorized for use in ships’ barbershops.

WET DISINFECTANT

A wet disinfectant is a receptacle for holdinga disinfectant solution in which objects to besanitized are completely immersed. It is used fornonmetallic instruments such as combs. Abarbicide or marvicide solution is used to disinfecttools.

DISINFECTING CABINET

The disinfecting cabinet is used for holdingsanitized clipper heads and other metallicinstruments that have been disinfected withClippercide Spray 4-in-1 Formula or an equivalentspray after each use. Remember, the equivalentspray must be approved by the EPA and have anEPA registration number.

CLEANING AND DISINFECTINGINSTRUMENTS

Instruments coming in contact with the cus-tomer need to be sanitized before reusing. Thisincludes blades, shears, combs, and so forth,which should be thoroughly washed in hot, soapywater to remove film, oil, and debris, followedby placing the combs and other nonmetallicinstruments in the wet disinfectant. The medicaldepartment determines the frequency for changingthe solutions in the wet disinfectant; normally, itshould be done at least twice weekly or, if theworkload requires, on a daily basis. Combsdisinfected in the chemical solution should bedisinfected for at least 20 minutes between uses.They should be rinsed in running potable waterto remove any chemical residue before using them.

Clipper blades and other metallic instrumentsmust be dusted, wiped thoroughly, disinfectedwith a commercial disinfectant sprayed after eachuse, and placed in the disinfecting cabinetimmediately. Use commercial spray productsaccording to the manufacturer’s instructions onthe labels. Do not use any formaldehyde orformaldehyde producing products.

QUANTITY OF EQUIPMENT

To accomplish proper sanitation and allow thebarber to have adequate numbers of instruments

and supplies, each barber should have thefollowing equipment:

Clipper blades, three sets of three, each setcontaining one size each of #000, #1, and#1 1/2

Seven combs of various design

Three pairs of scissors

Two pairs of thinning shears

Two flatttop brushes

Six hairclips (3 to 4 inches long)

Fifteen styling brushes (women)

SANITARY PRACTICES

The following sanitation regulations should befollowed in the barbershop:

Only FDA-approved tonics, lotions,bleaches, dyes, and so forth, will be used. OnlyEPA/FDA disinfectants or sanitizing agents willbe used. Questionable or unlabeled productsshould be referred to the medical department fordetermination of suitability.

Therapeutic practices, such as treatingpimples, ingrown hair, and so forth, areprohibited.

The headrest of barber chairs willbe covered with a clean sheet of paper or cleantowel for each customer.

Only types of material approved by themedical officer will be used to stop the flow ofblood in case of “nicks.” These materials will beapplied only with freshly laundered towels orsterile cotton.

The treatment of eye conditions isprohibited.

Common brushes, dusters, and shavingmugs are prohibited. The use of automatic dis-pensers or brushless shaving cream and cleantowels, instead of brushes or dusters, isrecommended.

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Individual sanitary neck strips will be usedfor each customer.

Covering cloths will be changed, preferablydaily or as often as necessary, to ensure cleanlinessat all times.

Street clothing of operators will not bestored with that of customers.

Barbers or beauty operators will not eat,drink, or smoke while attending customers.

Clean, covered sanitary receptacles will beprovided for waste materials and used linen.

The removal of cut hair from the decksshould be done frequently by dustless methods.

Vacuum-equipped clippers are acceptable.

When compressed air is used to removehair from customers, the pressure should be 15psi or less.

Ships’ barbers are prohibited from shavingcustomers.

The barber’s uniform will consist of a cleanbarber’s jacket and clean trousers. The barber’sappearance at all times will be neat and tidy.

The barber’s hands and fingernails will beclean at all times.

The barber is forbidden to cut hair ofanyone who has any kind of disease or sore onthe scalp or the back of the neck within thehairlines. The barber will obtain the name, rate,and division of any person coming into thebarbershop who is evidently afflicted with a skin

or scalp disease or with sores or boils. Thisinformation will be reported to the medicalofficer.

The barbers will wash their hands andsterilize their instruments before serving eachcustomer.

Deodorants and mouthwash should bemade available and their use encouraged.

Each barber’s unit will be equipped witha sponge or paper towels to wipe out thewashbasin and backbar.

Bottles and jars should be kept closedwhen not in use.

All instruments must be cleanedimmediately after each use. Scissors, combs,clipper blades, and other tools must be thoroughlywashed with soap and hot water to remove filmand debris, then dried with disposable tissue andsterilized after each use.

Clippers must be kept clean at alltimes. After each use, foreign matter must beremoved, clippers wiped with cotton saturatedwith sterilizing solution, and dried with atissue.

Barbers having any infections or com-municable diseases must not attend customers.

Barbers will not smoke while attendingcustomers. The sanitation regulations should beposted in the barbershop where they can be easilyread and adhered to. As stated earlier in thischapter, the medical officer or senior HospitalCorpsman on board will prepare the sanitationregulations and post them in the barbershop.

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CHAPTER 5

THE SHIP’S LAUNDRY

One of the supply officer’s responsibilities isto provide laundry service to the ship’s crew. Thisis done through the operation of the ship’slaundry which is operated by Ship’s Servicemen.The laundry service provided is directly in linewith the overall mission of the Navy. This serviceprovides shipboard personnel with living andworking conditions that will result in a high stateof crew morale, health and comfort, adequate tosustain maximum personnel effectiveness, and tosupport an increase in personnel retention.

The ship’s laundry works on a workflowconcept; that is, laundry is routed through onework station to another until it is completed. Themain purpose of this workflow is to obtainefficient production. As a Ship’s Servicemanworking in the laundry, you need to becomefamiliar with the different tasks that make up thislaundry workflow.

This chapter provides working personnel in theship’s laundry with information and factsconcerning the operation of the laundry. It alsocovers the tasks involved in processing laundryfrom the receipt of bundles or bulk work throughthe assembly and issue of the finished work to theindividual or division.

SAFETY

Safety is discussed throughout this chapter andis a very important aspect of the laundry process.Safety cannot be overemphasized. The safetyprecautions for shipboard laundries are containedin Navy Safety Precautions Afloat, OPNAVINST5100.19A, chapter 13, section 2. The laundrysupervisor is responsible for making sure alllaundry personnel have safe work practices.Technical manuals for each piece of equipmentlist the safety precautions and safety features forthat equipment. A list of safety precautions foreach piece of equipment should be posted nearthe machine for all laundry personnel to read,remember, and practice.

These charges will also cover the cost of operatingsupplies for the barbershop and the dry-cleaningplant.

Charges are also made for laundry serviceprovided for the sick bay when the charges exceed$25 per month. Charges are based on services

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SANITATION

The purpose of the ship’s laundry is toproduce clean clothing through the laundryprocess. This washing process should be done ina sanitary manner. The medical officer or seniorHospital Corpsman aboard should inspect thelaundry frequently to make sure laundry spacesare kept in a sanitary condition as outlined in theManual of Naval Preventive Medicine, NAVMEDP-5010, chapter 2.

The senior medical officer aboard ship pre-pares the sanitation requirements. If a medicalofficer is not attached aboard ship, the seniorHospital Corpsman aboard prepares the sanita-tion requirements. These sanitation requirementsare posted in the laundry for all laundry personnelto read and rigidly endorse. The ship’s storeofficer should inspect the laundry each businessday to make sure sanitation regulations arecomplied with.

CHARGES FOR LAUNDRY SERVICE

Normally laundry service aboard ship is free.The materials used in processing laundry are paidfor through the profits made by the ship’s store.In certain cases these profits, generated throughthe ship’s store, may not be sufficient enough tocover the cost of the supplies necessary to operatethe laundry and the commanding officer mayauthorized the collection of the following chargeson a monthly basis:

Officers $1.25

Midshipmen and chief petty .75officers

Other enlisted personnel .35

costing 1 cent per pound of laundry. Recordsshould be kept if the amount of work receivedfrom sick bay monthly is in excess of $25.Laundry services in excess of $25 are charged tothe ship’s OPTAR.

LAUNDRY PERSONNEL

Personnel preassigned to the laundry from theShip’s Serviceman complement. The allowance ofrated personnel is based on the assumption thatan additional number of nonrated personnel willbe required in order to operate the laundryefficiently. These additional personnel, unlessdetailed for a specified time (3 months or less),are classified as strikers for the Ship’s Servicemanrating.

The organization of a ship’s laundry varieswith the size of a ship. A small ship, for example,may have a Ship’s Serviceman 2 in charge of thelaundry and two Ship’s Servicemen 3 assigned aslaundry personnel. These three persons receive,wash, and issue finished laundry. They do every-thing necessary in the laundry. A large ship, onthe other hand, has a much larger laundryoperation. A new Navy carrier may have as manyas 50 Ship’s Servicemen working in the laundry.A guide for determining the number of personnelrequired to perform the laundry function is 1laundryman for every 75 to 100 crew members.

Figure 5-1 illustrates the organization of ashipboard laundry on a carrier. This chart givesyou a basic idea how duties and responsibilities

are administered in the laundry. In a large laundrysuch as this, each section has its own personnel,although individuals might be moved from onesection to another from time to time to accom-modate the workload or to provide training andexperience. In a small laundry, all these functionsare performed with fewer personnel and lessworking space. The result is likely to be a simplerorganization chart, with each person performinga variety of tasks.

LAUNDRY SUPERVISOR

On a small ship, the Ship’s Serviceman incharge of the laundry is responsible to theimmediate superior for the complete operations.There may be no experienced laundry officeravailable to provide guidance. On a large ship,the ship’s store officer may operate the laundryunder the supervision of the supply officer or thesupply officer may have an assistant supply officerin charge of the services branch who operates thelaundry under the supply officer’s direction. Ineither instance, the supervisor of the laundry hasa position comparable to that of a civilianmanager of a Navy shore laundry. Responsibilitiesare many and varied according to the size of thelaundry supervised.

The Ship’s Serviceman supervising the laundryorders supplies; sees that the laundry is kept cleanand that the equipment is properly maintained; as-signs and trains laundry personnel; maintains theflow of work through the laundry, maintains thestandard of quality required on the ship; and does

Figure 5-1.—Laundry organization chart on a large ship.

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whatever is necessary to make the operationefficient.

OTHER LAUNDRY PERSONNEL

Other laundry personnel are responsible to thesupervisor for completing their assigned tasks.They should be ready to pick up any slack thatmay occur from a shortage in personnel.

Laundry personnel should also avoid safetyviolations and use all equipment properly andaccording to manufacturers’ instructions.Throughout this chapter the importance of operat-ing equipment properly is stressed along withthe consequences of operating equipment improp-erly. Repeatedly the following facts emerge:

Laundry equipment will not performefficiently unless operated correctly, and ifoperated incorrectly, it is easily damaged.

Replacements are expensive and not alwayseasily available.

An efficiently operating laundry is vital tothe welfare and morale of the ship’scompany.

The articles being laundered are valuableand often not easily replaced if damagedor destroyed.

Faulty or careless operation can easilyinjure operating personnel.

LAUNDRY LOGS

To keep track of laundry operations there arecertain logs you need to maintain. As a Ship’sServiceman third class, you should becomefamiliar with the following logs:

Bulk work log

Press deck log

Equipment maintenance log

Heat stress log

These logs are used to log laundry in and out,record maintenance data on equipment, and recordtemperatures in the laundry. The logs are main-tained on a daily basis and should be readily avail-able for any inspecting personnel. The ship’s storeofficer reviews these logs weekly and initials themafter review.

BULK WORK AND PRESS DECKLOGS

Your bulk work and press deck logs are shownin figure 5-2. As the receiving laundryman, you

Figure 5-2.—Laundry bulk work and press deck logs.

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should make sure all laundry is carefully loggedin. As you study figure 5-2, notice the columnsfor the bulk log: (1) division or department, (2)number of bags received, (3) weight in whites ordungarees, and (4) another column for miscellane-ous items. There are also signature columns forthe receiving laundry man and divisional laundrypetty officer to check laundry in and out and acolumn for any additional remarks.

Your press deck log consists of a record ofindividual officer and chief petty officer lotsreceived in the laundry. As you study figure 5-2,notice the columns for the press deck log.

Under the column marked Other you normallylist items other than shirts or trousers. If spacedoes not permit listing these items, you shouldkeep a separate press deck log as indicated infigure 5-2.

At the end of each week, the press deck andbulk work logs are summarized on a locallyprepared laundry summary sheet by the laundrysupervisor. This summary sheet is routed to thesupply officer for review and signature. A copyof the summary sheet should be filed in thelaundry for later reference.

EQUIPMENT MAINTENANCE LOG

The equipment maintenance log is shown infigure 5-3. This log is maintained for the purposeof recording historical repair data. A separate logsheet should be kept on each piece of laundryequipment you have aboard your ship.

HEAT STRESS LOG

The heat stress log shown in figure 5-4 is usedfor the purpose of checking temperatures in thelaundry. Temperature readings are taken onceevery 4 hours and logged in. The number ofreadings you take depends on how many hoursthe laundry operates; however, readings will betaken whenever the laundry is manned. If laundrywork continues into the night, the log will includeeach additional 4-hour period.

HEAT STRESS

Heat stress is a very dangerous element in theshipboard laundry. It is a combination of airtemperature, thermal radiation, humidity, air-flow, and workload that may stress the body asit tries to regulate body temperature. Thecondition of heat stress can readily cause fatigue,

severe headaches, nausea, and poor physical andmental performance. As the temperature of yourbody continues to increase due to exposure to highheat, you run the risk of having heat exhaustionor a heatstroke.

Listed below are some of the factors thatreduce the chances of heat injuries from hightemperatures in the laundry.

Recording temperatures in the heat stresslog each 4-hour period

Inspecting the laundry for conditions thatwould cause higher heat

Reporting all temperatures 100° or over asrequired

Following the do’s and don’ts list includedin this chapter

The requirements of the Navy’s heat stressprogram are included in OPNAVINST 5100.20,Shipboard Heat Stress Control and PersonnelProtection. A hanging dry bulb thermometershould be permanently mounted near the washand press deck. It should be mounted in such amanner that the bulb of the thermometer is notinfluenced by adjacent or local heat sources. Youshould record the temperature readings in the heatstress log using these dry bulb thermometers onceevery 4 hours. When temperatures are 100°F ormore, you should do the following:

Log the temperature reading and circle itin the heat stress log.

Notify the ship’s store officer and medicalofficer.

Leave the laundry until a heat stress surveyis done by the medical officer.

You should remain out of the laundry untilfurther directed on what to do by the medicalofficer. If the temperature remains high, you willonly be able to work certain periods in thelaundry. These periods are better known as staytimes. These stay times are determined by themedical officer and are always followed by arecovery period where the laundry personnel willgo to a cool dry place to allow their bodytemperature to return to normal. The stay timeis always half of the recovery time. The recoveryperiod never exceeds 4 hours provided there is noevidence of cumulative fatigue.

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Figure 5-3.—Laundry equipment maintenance log.

Figure 5-4.-Laundry heat stress log.

Personnel working in a heat stressenvironment should follow the do’s and don’tslisted below:

Do eat three adequate meals a day.

Do drink plenty of cool water.

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Do get at least 6 hours of continuous sleepper 24-hour period.

Do wear clean clothing composed of atleast 35 percent cotton.

Do not take salt tablets.

Do not wear starched clothing.

Do not drink commercially prepared liquidelectrolyte supplements instead of water.

Past inspections conducted aboard variousships have identified many of the principalproblems that may cause a heat stressenvironment. Some of these problems were sosevere that personnel exposures had to be limitedto avoid harm. These heat stress conditions arecaused by the following:

Steam and water leaks

Missing or deteriorated insulation on steampiping, valves, and machinery

Ventilation system deficiencies, such asmissing or mutilated ductwork, misdirectedterminals, clogged exhaust screens, closed orpartially closed Circle William dampers, dirtyventilation ducting, and inoperative fan motorsand controllers

Ventilation design deficiencies, resulting inless than adequate supply or exhaust air capacityand/or distribution

Even though the above conditions areidentified and corrective action taken, there maystill be instances where a heat stress situation mayoccur. Some examples include ship operations inhot and humid climates, performance of hardphysical tasks, and so forth. While working in thelaundry, you should be aware of conditions thatmay cause a heat stress condition and report allproblems to the laundry supervisor so correctiveaction can be taken.

LAUNDRY SECURITY

Security of the laundry is the responsibility ofall laundry personnel. You must take propersecurity measures to protect the laundry from lossof personal clothing, damage to equipment, lossof supplies, and unauthorized use.

The ship’s laundry is a group IV space, andthe keys to the laundry should be handled asoutlined in chapter 1 of this manual. The ship’slaundry should not be used after working hoursexcept when final approval is obtained from theship’s store officer. The laundry should never beused by unauthorized personnel. Use of the

laundry by unauthorized personnel can cause avariety of problems including the following:

Possible laundry fires due to not followingsafety precautions and lack of training

Damage to equipment due to operatingincorrectly

Injury to unauthorized users due to lackof knowledge of safety devices onequipment and safety precautions in thelaundry

Loss of personal clothing or supplies dueto theft

A laundry fire can cause thousands of dollarsin damage. Damage to equipment can run intoloss of production capabilities and longer workinghours for all laundry personnel. Injury tounauthorized users could range from burning ahand on a press to heat injuries due to heat stress.

STOWAGE AND HANDLING OFLAUNDRY SUPPLIES

Standard stock laundry chemicals are requisi-tioned from supply activities ashore. Theselaundry supplies are used in conjunction with theNavy wash formula to launder clothing. Laundrypersonnel should be familiar with the properhandling and stowage of all laundry suppliesespecially the supplies used in the wash cycle. Seefigure 5-5.

The proper stowage and handling of suppliesis essential in order to prevent health and safetyhazards. Stowage space aboard ship is normallylimited, and some planning is required to makesure space is used efficiently. Laundry chemicalsmust be stowed in a bulk storeroom. Chemicalsupplies in the laundry should be limited to thoseamounts needed for a 1-week period. Heavylaundry supplies should be stowed close to thelaundry and small items kept in bins to preventloss. Items such as pins, laundry net bags, or otherpilferable items should be kept under lock andkey. Rust remover or stain removal suppliesshould be stored in a cool, dry space. Within thelaundry, chemicals should be stowed in a metalbin using bin liners or plastic bags. The sequenceof stowage in this metal bin should be two-shotdetergent, laundry sour, and starch.

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TWO—SHOT DETERGENT NSN NOT AVAILABLE 40 lbSOUR 7930-00-205-2882 50 lbSTARCH 7930-00-841-6362 25 lb

Figure 5-5.—Most common laundry supplies.

HANDLING TWO-SHOT DETERGENT

NAVRESSO recently introduced a new two-shot detergent for use in shipboard laundries. Itis called two-shot detergent because it not onlyincludes the detergent it also includes an oxygenbleach. It does all the work that the alkali, typeI detergent, type II detergent, nonionic liquid, andpowdered bleach did before. Since the amount ofchemicals is greatly reduced, you can expect asavings of storage space of about 63 percent. Thetwo-shot detergent comes in a destructproofcontainer and needs to be stored in a cool space.Since it weighs only 40 pounds, it eliminates theproblem of handling very heavy laundry supplies.This product is also granular and is nondustingand, therefore, will not disperse into the air. Thedetergent may contain cakes or lumps which arenot readily broken up by hand. Keep the two-shotdetergent properly covered to prevent cakes andlumps from forming.

HANDLING LAUNDRY SOUR

Laundry sour is a blue powder received in50-pound drums. Since sour is used sparingly, youwill use about 40 pounds of sour per 100 personnelover a 3-month period. Like most powderedsubstances, it needs to be covered and stored ina cool, dry space to prevent it from becoming hardand unusable.

Sour may be injurious to you if it comes incontact with your eyes, skin, or if it is swallowed.For skin contact flush with water. For contactwith your eyes or if swallowed contact medicalpersonnel. Eye contact requires flushing your eyeswith water for 15 minutes.

HANDLING STARCH

Laundry starch is manufactured from corn orwheat or a combination of both. It is consideredthe safest product used in the laundry. Starchnormally comes in boxes or bags, and heavy itemsshould not be stowed on top of it. Always stowit in a cool and dry space. When starch comes incontact with moisture or water it becomes cakeyand cannot be used.

DISPOSAL AND ENVIRONMENTALPROTECTION

The Environmental Protection Manual, OP-NAVINST 5090.1, issues Navy policy and assignsresponsibilities for Navywide actions for controlof environmental protection. Commandingofficers should coordinate and cooperate withfederal, state, interstate, and local pollutioncontrol agencies, and follow all standards andregulations in regard to control of environmentalpollution.

As a Ship’s Serviceman, you should be awareof practices or things that may affect theenvironment. The water that drains from thelaundry is considered waste water and istransported to the collection, holding, andtransfer (CHT) tanks. CHT tanks are installedaboard ship for the purpose of handling wastewater from showers, heads, laundries, galleys,sculleries, and sinks and is transported by theship’s waste drain system. In port the waste wateris transferred ashore for disposal. Underway, theship should not be within 50 miles of any shorelineto discharge this waste.

Before you dispose of any laundry chemicalsin port or at sea, you should first consider whetherit is a hazardous substance. A hazardous sub-stance may be defined as any substance or mixtureof substances that is toxic, corrosive, irritating,flammable, a strong oxidizer, a strong sanitizer,or that generates pressure through decomposition,heat, or other means. Hazard classifications andstowage requirements for shipboard consum-ables are contained in NAVSUP Publication4500, Consolidated Hazardous Item List (CHIL),now known as the Hazardous Materials Infor-mation System (HMIS) list. Information on thedisposal of hazardous substance is included in sec-tion A of this publication. Section A includes adisposal code for each item listed and explains pro-cedures for disposal of that particular substance.

LAUNDRY SCHEDULES

The laundry supervisor prepares the laundryschedule for approval by his or her immediate

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supervisor. As a Ship’s Serviceman third class,you should be familiar with factors that determinenot only the laundry schedule but how manyhours the laundry will be operating. These factorsinclude the following:

Amount of work that must be processedweekly

Capacity of laundry equipment

Number and competence of laundry crew

These factors listed may be overwhelming attimes. To eliminate problems and establish normalworking hours for personnel, a laundry isgenerally operated in shifts.

A laundry shift normally lasts 8 hours. Yourlaundry may operate one, two, or three shifts perday. Each shift must have experienced Ship’sServicemen to handle each shift so work turnedout is satisfactory. A shortage of experiencedpersonnel will require strikers to assist SHpersonnel. Strikers should not be allowed tooperate equipment until they are qualified in usingthat equipment.

PROCESSING LAUNDRY

The first step to processing laundry is receivingthe different lots into the laundry, marking them,and classifying them. Articles to be laundered aredelivered to the ship’s laundry either in bulk lotsor in individual bundles. Bulk lots include divisionlaundry (crews’ personal clothing and linen),flatwork (towels, linen, and tablecloths fromstaterooms, officer and CPO messes, and sickbay), and service lots (clothing of cooks andfoodservice attendants, barbers, hospital per-sonnel, and snack bar personnel).

The workflow for individual and bulk lots isshown in figure 5-6. The solid black line runningfrom the Bulk Lots block, top left, to the Issuingblock at the bottom shows the steps in processingbulk laundry. The broken line on the right sideof the chart connects all types of workaccomplished on individual lots.

The receiving laundry personnel are re-sponsible for receiving, marking, and classifyingall lots delivered to the laundry.

To perform these duties, the receiver shouldhave a list of divisional laundry petty officers. Thelaundry supervisor provides the receiver with thislist in case there is a need to contact a division

representative regarding delivery and pickup oflaundry or to resolve problems. Meetings arenormally held periodically by the laundrysupervisor to inform divisional laundry pettyofficers of any changes that may occur in laundrypolicy.

RECEIVING BULK LOTS

When receiving bulk lots, the receiving laundrypersonnel should consider the many problems thatmay be encountered when identifying, classifying,and marking these bulk lots. Bulk lots aredelivered to the laundry in large divisional laundrybags. You should be careful not to accept laundrybags that are overstuffed. Overstuffed laundrybags cause handling problems during the laundryprocess. For the purpose of safety and productionstandards, divisional laundry bags should not beaccepted over your washer extractor capacity. Ifyou do accept bags over your capacity, they willhave to be split upon the wash deck causing delaysand possible claims for loss of clothing. Checkbulk lots and make sure the division name isstenciled in large letters on all divisional laundrybags received. You should also check bags tomake sure blues and whites are not mixed in onebag. If a divisional laundry bag makes it past thereceiving section mixed with blues and whites, itwill delay the laundry process on the wash deckas the divisional laundry in the bag will have tobe separated. Divisional bulk laundry bags shouldnot be accepted until all discrepancies noted abovehave been corrected. If policies concerning yourlaundry process are given to divisional laundrypetty officers during the monthly meeting,problems will be eliminated.

RECEIVING INDIVIDUAL LOTS

Bundles received daily in the laundry fromofficers and chief petty officers are considered asone lot of individually marked bundles. If youhave more bundles in the daily lots than availableassembly bins, it is best to set up two lots daily.You can then assemble and check out the bundlesin the first lot before work from the second lotcomes to the assembly bins. Twenty bundles ina lot are easy to handle. Never put more than 50bundles in one lot.

The number of bundles you should put in alot is affected by the classification of the itemsin the bundles. Classification is the separation ofa bundle of laundry according to color, type offabric, and degree of soil; that is, white cottons,

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Figure 5-6.—Workflow for a laundry operation.

other white or light-colored fabrics, light cottonswith heavy stains, dark-colored cottons, and soforth. Items are classified according to thewashing formulas to be used.

HANDLING LOTS

The main problem with handling lots in thelaundry is identification. You need to have a goodsystem of identification in the ship’s laundry toprevent loss of clothing during the workflowprocess. There may be several personnel handlingthe clothing and proper identification is essential.

IDENTIFYING BULK LOTS

The clothing in bulk lots should be deliveredto the laundry already stenciled. Each enlisted

person is responsible for stenciling his or her ownclothing. The laundry petty officer in each divisionshould accept only properly stenciled clothing.Both black and white stencil pens usually areavailable in the retail store.

Proper stenciling of clothing ensures properdistribution from the laundry. If the laundrysupervisor runs into problems with lost clothingand claims, he or she may want to control theitems turned in and return these items to eachperson. The laundry petty officer can list allarticles across the top of a sheet of paper and writethe people’s names in a column down the left sideof the sheet. The number of each article sent byeach person should be entered in the box oppositethe name and below the article. When the articlesare returned to the individuals, the names arechecked off the list. If all articles are properly

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stenciled before they are sent to the laundry, thistype of control will generally be unnecessary.

Once bulk work is accepted it is the responsi-bility of the laundry to make sure it is properlyidentified from start to finish. You do not haveto identify individual items in bulk lots broughtto the laundry, but you do need to put some typeof marker with each lot so that you can identifyit during any phase of processing. You can makeyour own markers, or flags, from a duck fabric.Cut squares about 8 to 12 inches and hem them.Then stencil one marker for each division, servicegroup, or any activity that brings bulk work toyou. When bulk lots are brought to the laundry,put the proper identification markers on them.You can use the same markers week after week.In addition to these markers, the division/department name should be stenciled on the sideof the bag in case the marker gets lost during theprocess.

In the event you are required to split a lot, putthe right markers on every part of it. All markersremain with lots and portions of lots during thecomplete washing and processing cycle. Put themarker in the washer with the load, and identifythe load on the shell of the washer with chalk.If it is necessary that you put more than one lotin the washer to get full capacity, use a propersize laundry net for the smallest lot. When morethan one net is required for the same lot, use amarker for each net.

All soiled divisional bulk bags delivered to thelaundry should be kept separate from cleanlaundry. In smaller laundries where space islimited, an effort should be made to have all cleanlaundry picked up after it is completed.

IDENTIFYING INDIVIDUAL LOTS

Ship’s laundries use a Ship’s Store LaundryList, NAVSUP Form 233, so officers and CPOsmay identify what they have sent to the laundry(fig. 5-7).

Normally, the form contains blanks at the topfor the name of the ship, name of customer, rankor rate, social security number, date, and laundrymark. There is usually space for a Customer’s-Count column and a Laundry-Count column,aligned with the list of articles.

The customer fills in the lines at the top of thelaundry list, enters the number of each article inthe appropriate block, puts the laundry list withthe laundry, and turns it over to the laundryreceiving clerk.

Figure 5-7.—Ship’s Store Laundry List, NAVSUP Form 233.

In conjunction with the laundry list, laundrynet bags should be used for the purpose of keepingrough-dry clothing together during the laundryprocess. They are open-mesh bags made fromcotton or nylon in which the clothes are placed

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for washing. Nylon nets have generally replacedcotton nets. They resist chemicals better thancotton and thus last longer. They also increase thepayload.

You can do effective washing with laundrynets, provided you do not overload them. Youmust give the water and soap a chance to get tothe clothes in order to remove soil.

Nets are especially useful for separating smallitems such as handkerchiefs or socks from thelarger articles. There are two general types ofnylon nets—woven and knitted. Woven nets donot stretch and thus retain their size; knitted netshave a tendency to stretch and increase in size.For this reason, the range of knitted nets incapacities is given below:

Size in Inches Capacity in Pounds

9 by 15 or 10 by 15 2 to 4

24 by 36 8 to 12

Steps in Identifying Individual Lots

The procedure for identifying items inindividual bundles described in detail herein hasbeen used successfully in shipboard operation.You may be able to modify this procedure to fityour own needs. The steps in the procedure areas follows:

1. Work on ONLY ONE individual bundleat a time; this prevents mixing of items fromseveral bundles.

2. Remove the laundry list from the bundleand determine from the individual’s name andsocial security number what the laundry mark willbe. This mark is made from the first letter of theindividual’s last name and the last four numbersof the individual’s social security number. Forexample, the laundry mark for SHCM FrederickM. Wishnacht, 123-45-6789, would be W-6789.This is the standard type of laundry mark usedthroughout the Navy.

3. Set the individual’s laundry mark on themarking machine and stamp it across the face ofthe laundry list. Check the mark for accuracy.This list now denotes ownership of laundry in thebundle.

4. Count every article in the laundry bundleand enter the number in the correct block on thelaundry list. If your count does not agree with thatof the customer, ask the senior laundry man torecheck it. When the senior laundry man’s count

is in disagreement with that of the customer, heor she should enter the correct count on thelaundry list, circle the customer’s count, theninitial the circle and notify the customer of thechange through whoever brought in the laundrybundle.

5. Check each article for a correct legiblemark. If there is not a mark, put ONE ONLY inthe proper place (explained later). Do NOT marksuch items as bath towels, wet articles, or dark-colored fabrics. Use pronged marking tags onthese items. These tags are narrow strips of clothapproximately 1 inch long with metal fastenersin the ends. Push the metal fasteners through thematerial and press them flat on the other side.Enter the correct identification on the tags.

6. Check the inside of all pockets for anyarticles such as pens, pencils, lighters, combs, andso forth. If any items are found in the pockets,a notation should be made on the NAVSUP Form233, Ship’s Store Laundry List, and also in thelaundry logbook so these items can be returnedto the owner.

7. Check all articles of clothing for any tears,stains, missing buttons, and so forth. Any itemsfound to be damaged should be noted on thereverse side of the laundry list and also in theRemarks column of the laundry logbook.

8. Clear the laundry marking machine bysetting all type to the neutral position when youfinish with one bundle. You are ready to start onanother bundle.

Location of the Laundry Mark

There is a standard spot for the laundry markon each article. If the mark is correctly placed inthis location, the receiving clerk can check itemsin easily and quickly. The clerk can also checkand assemble finished articles without unfoldingthem. The locations of laundry marks are asfollows:

Underwear—On the inside of the waist-band, left of center of the label.

Handkerchiefs—Do NOT mark. Put themin a net and identify with a marked strip tag placedon the inside or pinned on the outside. Somehandkerchiefs are made of fine linen and areexpensive. A mark would be ugly if used on sucharticles and exposed to view.

Shirts—On the front inside shirttail.

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• Tropical shorts—On the inside waistband ofshorts, right side, in line with the outside legseam.

• Socks—Socks are NOT marked; instead,marks should be put on a piece of sheeting andthen placed inside a standard 10-inch by 15-inchlaundry net used for washing socks. The socksshould be untied and loose in the net. A separatenet should be used for each individual.

• Undershirts—On the inside, 1 inch to the leftof the label.

RIBBON-TYPE LAUNDRY MARKING MACHINES

Shipboard laundries use a ribbon-type laundrymarking machine to mark all clothing (fig. 5-8).The ribbon-type machine uses a lever principlefor setting the mark. The lever is attacheddirectly to the type wheels, each of whichcontains all numerals and complete alphabet. Theprocedure for

Figure 5-8.-Laundryman using the laundrymarking machine.

marking laundry is the same on most types ofmarking machines:

1. Put the item to be marked underneath thetension plate and over the platen. The tensionplate holds the item in place so the laundry markcan be placed exactly where you want it.

2. Raise the printing lever forward with bothhands to bring the item to be marked into contactwith the type. Use a steady push on the lever forbest results. 3. Check the mark for clarity. If it is not clear,repeat the process.

Operating Ribbon-Type Machines

Some things to remember when you are operatinga Ribbonrite marking machine are as follows:

1. Keep the printer arm down when you setthe type handles. This will prevent wrinkling ofthe ribbon. 2. Use both hands to operate the machine.Use a complete stroke and make quick, sharpcontact with the article being marked. 3. Unfold shirt collars before you mark them.

Care and Maintenance of Laundry Marking Machines

A certain amount of care and maintenancemust be given to laundry marking machines tokeep them in good working order and to extendtheir usefulness. Keep all parts of the markingmachine clean, type faces in particular. Proceedas follows:

1. Bring the type levers to the full FORWARD position.

2. Depress the clip on the back of the cover(bottom) and unlock it in front.

3. Raise the index handles to bring the typeinto the most accessible position and clean it withthe wire brush provided by the manufacturer forthis purpose.

Another way to clean the type assembly is toremove the assembly by first removing the pininserted through the shaft channels over theshaft and disengaging the spring lock. After theassembly is removed, clean it with a steam gun. When parts of the machine become worn,they should be replaced with new ones. Keepa supply of the most used repair parts onhand. A

5-12

manufacturer’s instruction manual is furnishedfor each laundry marking machine. The mechanicwho works on the machine should also have acopy of this instruction book. Do not try to doany mechanical work on the machine unless it isabsolutely necessary. Always request that thework be done by a trained person from theengineering department.

Ships Without Laundry MarkingMachines

All ships are required to have a laundrymarking machine on board. Ships’ laundriestemporarily without laundry marking machineswill have to use laundry marking pens while amachine is being procured or the old one repaired.The laundry supervisor should obtain white andblack laundry markers from the bulk storeroomand charge them to cost of operations laundry.These pens will serve the same purpose as thelaundry marking machine; however, they willprobably slow the work process while markingclothing. For individual lots, the laundry markhas to be handwritten on the Ship’s Store LaundryList, NAVSUP Form 233. Care should be takenwhile marking clothing with marking pens tomake sure the mark does not go completelythrough the fabric. It is best to stencil on asemifirm surface such as cardboard, making sureyou do not press too firmly. Be sure the ink fromthe stencil is completely dry before placing theclothing with the remainder of the lot.

WASHING

The primary goal of the washing process is toremove all soil from the fabrics being washed.This is done through a series of baths in whichthe soil is loosened from the fabric, suspended inthe water, and rinsed away. There are five bathsin the washing cycle—the breaksuds, the flushsuds, two rinse baths, and the sour bath. Duringthe first two baths, the two-shot detergent(detergent/oxygen bleach) removes and loosensthe soil so it may be rinsed away.

Sour is used in the last rinse cycle to neutralizealkalinity and to decompose any remaining tracesstill in clothing.

FABRICS

The laundry personnel should be familiar withthe different kinds of fabrics. In general most

fabrics can be safely laundered in the ship’slaundry without causing damage provided theyare resistant to the laundry chemicals used.Therefore, it is a good laundry practice to firstdetermine what type of fabric you are washingand take every precaution to prevent damage. Itis essential that all laundry personnel know thedifferent kinds of fabrics.

To minimize the effects of chemicals onfabrics, classify all clothing according to color,fiber content, and degree of soiling. Wash lightlysoiled articles separately from heavily soiled itemsto minimize redeposition of soil on fabrics,causing them to look gray/dull. Wash coloredfabrics separately from whites to avoid colortransference.

For maximum washing efficiency, do notexceed load limits of equipment. In the case ofsynthetics/blends, washer loads should not exceedthree-fourths of the rated capacity to provide formaximum mechanical action, cleaning efficiency,and to avoid wrinkling.

Never use hot flushes with supplies before thefirst bath. In the case of synthetics or syntheticblends, a hot flush with no supplies will softenthe fabric and allow soil to penetrate more deeply.Synthetics or synthetic blends do not absorbwater, making rinsing easier. The final extractshould be consistent with the Navy wash formula.Laundry chemicals should come in contact withfabrics ONLY AFTER appropriate water levelsare achieved. The two-shot detergent mentionedearlier is used in washing all shipboard clothingand textile items, including synthetics andsynthetic blends, and no other washing chemicalshould be used in place of them.

TYPES OF SOIL

In general there are four types of soils. Somecan be removed during the washing process andsome cannot. It is important that you know themso you can decide whether they require specialtreatment.

CHEMICAL SOLUBLE SOILS

Chemical soluble soils are soluble or readilydissolvable in chemical solvents. Soils of this typeinclude oils, greases, certain waxes, fatty acids(which are mainly body oils), and vegetable,mineral, and animal oils. These soils usually arenot soluble in water and may require specialtreatment.

5-13

WATER SOLUBLE SOILS

Water soluble soils are such substances assugar, starch, gums, salt, flavoring agents, andsyrups, as well as a wide variety of substancesgenerally found in such foods and beverages asmustard, catsup, soups, and soft drinks. Per-spiration stains are also included in this category.These types of soils are removed during thenormal laundering process.

INSOLUBLE SOILS

Insoluble soils, substances that are not solubleor dissolvable in either water or chemical solvents,are the materials most commonly found in fabricsand constitute the bulk of the soils removed inthe laundry. Included are earth, concrete dust,sand, carbon, ashes, lint, hair, cosmetics, anddandruff. These types of soils are usually lessvisible than oils, greases, or food stains, but theycontribute greatly to fabric damage due to fiberabrasion.

Most insoluble soils are readily dispersedduring the wash cycle, but their complete removalmay prove more difficult. Such soils are some-times redeposited on the garments during thelaundry process, a condition that can cause“graying” of the fabric.

SPECIAL SOILS

Special soils are insoluble in either water orlaundry chemicals. They may be removed partiallyor entirely using spotting operations. These soilsinclude nail polish, paint, ink, various kinds ofadhesives, and so forth. Spotting operations arediscussed in the dry-cleaning chapter.

THE WASH WATER

Water is the most important item used in alaundry. Not only is it needed in quantity, but thequality of water used has an important effect onthe washing process.

At sea, where quantities of suitable wash waterare always subject to greater limitations thanashore, you may not always have enough softwater available. To conserve fresh water, you maybe required to use seawater.

When water comes from clouds as rain orsnow, it picks up carbon dioxide gas. As the waterseeps through the ground, the carbon dioxide gasdissolves limestone and some other substances,

and the water collects calcium and magnesiumsalts. The salts are in the form of bicarbonates,chlorides, nitrates, and sulfates. The kind andquantity of these substances are determined by thesoil the water passes through. Water that containsan appreciable quantity of salts is HARD water.SOFT water is water that has not picked up saltsfrom the earth, or water that has had thesesubstances removed or neutralized. Since seawatercontains the concentration of salts, it is the hardestof all wash waters.

TYPES OF HARD WATER

In laundry terminology, hardness in water isthe power to kill soap. When soap is added tohard water, the calcium and magnesium salts inthe water combine with the soap to form insolublelime soaps. These soaps then unite (precipitate)in the form of a sticky, insoluble deposit. Thisreaction kills the soap and makes it useless forwashing, and the sticky deposit traps dirt and putsit back on the fabric in the form of scum. If nodirt is present, the scum is white and is seen asa film on the clothes.

There are two types of water hardness:

1. Temporary hardness—Water that containscalcium and magnesium bicarbonates is calledtemporary hard because these elements can beremoved by boiling. Scale on the inside of steamkettles and steam boilers is due to the precipitationof insoluble carbonates as the hard water is boiled.

2. Permanent hardness—Water that containscalcium and magnesium chlorides that are NOTaffected by boiling is said to be permanently hard.Permanent hardness requires special treatmentwith chemicals or by distillation.

WATER SOFTENING METHODS

The methods generally used to soften waterare known as the base exchange and distillation.The base exchange method softens water when thecompounds of calcium and magnesium in thewater are exchanged for compounds of sodiumwhich do not cause hardness.

The distillation method softens the water whenit is boiled and the vapor is cooled by running itthrough pipes immersed in a cold solution toreconvert it to water. The distillation method isused to make seawater usable for a ship’s boilersand other shipboard uses. Seawater distillate isnot pure water, but it contains only about1/20,000 of its original concentration of salts.

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LAUNDRY DETERGENT

The detergent/oxygen bleach is intended forshipboard laundering of cotton, synthetic, andblended items using fresh water or seawater. Itis referred to as the two-shot detergent becauseit includes a detergent and oxygen-based bleachand is mixed and ready to use. Since it is premixedyou won’t have to proportion laundry chemicalsas in the past. As long as you add the correctamounts to the washer, the chemical proportionwill be correct. Figure 5-9 shows the wash sizesand the amounts of two-shot detergent that shouldbe used with fresh water and seawater.

The two-shot detergent uses an oxygen-basedbleach that is safe in washing all fabrics, therefore,the problem in damaging colored clothes withbleach is eliminated. The bleach is an integral partof the detergent and will not require specialhandling as it is not reactive to the otheringredients in the formulation. The detergent/oxygen bleach releases a sharp, unpleasantsolvent-type odor into the air while being used.You should not be alarmed by this smell becausethe smell will not be transferred to the clothing.

WASHING FORMULAS

The Navy recently changed all Navy washformulas to include the two-shot detergent. Thenew wash formulas were developed by the Navy

to help shipboard personnel produce whiter andbrighter washes. The formulas are illustrated infigures 5-10 through 5-12. These formulas havebeen tested in laundries aboard ship and have beenfound satisfactory for the type of work indicated.These formulas were developed to conserve energyand to meet environmental regulations whileproviding quality laundry. These formulas shouldbe posted on the wash deck for laundry personnelto read and follow.

RINSING

Rinsing removes soil and cleaning solutionsfrom the clothes. Poor rinsing results in grayness,disagreeable odors, harsh finish, and generallypoor quality work.

The number of rinses used should always beaccording to the Navy wash formula you are usingand should not be modified. Under normalconditions, following the Navy wash formula inregards to the number of rinses, the rinse waterlevels, water temperature, and time of running willbring desirable results. If clothes that are heavilysoiled do not come out clean in the first wash theyshould be washed again according to the Navywash formula.

LAUNDRY SOUR

Laundry sour is added to the last rinse toneutralize the remaining alkalies and to dissolve

Dosage

Wash Size(Pounds)

16

20

35

60

100

135

150

200

Fresh Water(Ounces)

2.6

3.2

5.6

9.6

16.0

21.6

24.0

32.0

Figure 5-9.—Two-shot detergent amounts.

5-15

Seawater(Ounces)

3.2

4.0

7.0

12.0

20.0

27.0

30.0

40.0

Figure 5-10.—Navy wash formula I.

5-16

Figure 5-11.-Navy wash formula II.

5-17

Figure 5-12.—Navy wash formula III.

5-18

iron and other metallic salts that cause rust or ayellow discoloration. If left in fabrics thesechemicals cause odors and discoloration afterdrying.

Another reason for using a sour in the lastrinse is that it removes sodium bicarbonate, whichis normally in the rinse water. Even thoughother chemicals may have rinsed out, sodiumbicarbonate remains. It is not injurious to fabricsin itself, but when subjected to the heat offlatwork ironers, presses, or hand ironers, it isconverted to sodium carbonate which is quitealkaline and in sufficient concentration can causeinjury to fabrics.

Souring also decomposes any oxidizing bleachleft in a load, prevents discoloration, and helpsto sterilize the clothes. In addition, sour sets aciddyes often used in bright-colored fabrics andpreserves the tensile strength of fibers. Laundrysour also removes rust stains.

There are many different laundry sours ofvarying strengths, including acetic acid, fluorosilicacid, hydrofluoric acid, and several types offluoride (ammonium, sodium acid, and sodiumsilico). Fluoride is generally used. The sourrequired for use is combined in the powdered formwith powdered blue (NSN 7930-00-205-2882).

STARCH

Starch is applied to wearing apparel and otherlinens to give them body, smoothness, and animproved appearance. Only cotton fabrics shouldbe starched in the ship’s laundry. DO NOT starchsynthetic and synthetic blend fabrics or workclothes. The amount of starch used should be theamount indicated on the formula.

Starching should only be done in theautomatic mode; however, when you have to doit manually, follow these steps:

1. Do not drain the sour/blue bath. Reducewater to a low level with the water at temperatureindicated on the formula. Add the proper amountof starch.

2. Run the machine for 4 minutes, longenough to allow the starch to penetrate the shirts.

3. Drain the starch from the machine whileit is running to prevent the starch from settlingon the load.

WASHER EXTRACTORS

Washer extractors installed aboard ship differmainly in load capacity. The Naval Sea Systems

Command (NAVSEA) publishes the N a v yLaundry and Dry-Cleaning Equipment Catalog(Tech Manual #S6152-B1-CAT-010). This catalogis used by the Navy to obtain information foridentification, selection, and procurement ofstandard naval shipboard laundry and dry-cleaning equipment. The washer extractors usedby the Navy are listed in figure 5-13. This catalogincludes several different types and sizes of washerextractors, however, the Edro (Dyna Wash) andthe Pellerin Milnor washers are the ones mostwidely used by the Navy.

Washer extractors are basically made up intotwo parts, the outer shell and the cylinder. Theshell holds the water and cleaning ingredients,while the cylinder hold the clothes.

The cylinder is perforated to allow water andsuds in the bottom of the shell to enter and cleanthe clothes during the wash cycle. The washerextractor then extracts the water from the cylinderby using centrifugal force. A separate extractmotor spins the cylinder at a high speed to do this.

OPERATION OF THE WASHEREXTRACTOR (EDRO MODEL)

The washer extractor manufactured by theEdro Corporation, better known as the DynaWash, is procured in three sizes—200-, 100-,or 60-pound sizes. The 100-pound Dyna Wash(including basic parts) is illustrated in figure 5-14.This washer extractor was designed to provide aneasy and safe method of washing clothes,therefore, training personnel to operate themachine is easy. Since the washer extractor isautomatic, the only thing the operator will haveto do is load, add supplies, and unload.

WASHER EXTRACTOR CONTROLS

The Dyna Wash control system consists of twoparts, the control panel and the programmer. Thecontrol panel is illustrated in figure 5-15. Thispanel may look slightly different on some models;however, the purpose of the basic controls on thispanel is the same.

The control switch energizes all electricity tothe control panel and programmer. This controlswitch must be energized before you can use anyof the basic controls. The basic controls onthe control panel are used when loading andunloading the washer. By depressing the jogswitch simultaneously with the reverse or forwardswitch, the washer cylinder will rotate in that

5-19

Figure 5-13.—List of washer extractors used.

5-20

43.33Figure 5-14.-100 pound washer extractor basic parts.

Figure 5-15.-Layout of a washer extractor control panel.

5-21

direction until the cylinder door is lined up withthe outer shell door.

The programmer is illustrated in figure 5-16and lists all major controls and indicators. Thedrain indicator and switch open or close the drainand indicate when it is in use. Depress the coldor hot water indicators and switches to add coldor hot water. A light on the panel indicates whenthe programmer is in use. The master and timerindicator lights are used in conjunction with theoperation of the timer. Once these two switchesare energized, the timer wheel begins to move. Thewash indicator light is also used in conjunctionwith the master switch for operating the machinein the manual mode. The steam indicator andswitch are used to emit steam to the machine inthe manual mode or indicate steam is being addedby the light being lit during the automatic mode.The signal indicator light and switch light up andsound a bell when the automatic cycle is completeto alert laundry personnel. The extract indicatorlight and switch are used to energize the extractmotor during the manual mode and light up whenextract is being used during the automatic mode.

A microswitch is installed inside the pro-grammer to protect the user. Once the door to

the programmer is opened, the microswitch popsout and de-energizes the circuit to preventelectrical shock. The drum control disk is usedto manually turn the program wheel around.

As you can see there are several controls,however, if you run the machine automaticallythe way it was intended, you will never have touse most of them.

DESCRIPTION OF THEPROGRAMMER

The operation of the programmer is controlledby energizing the control switch on the controlpanel and then energizing the master and timerswitch on the programmer. (See fig. 5-16.)

A program chart is cut to conform with Navywash formulas and is installed on the control diskwheel inside the programmer. Also inside theprogrammer are fingers that drop into groovesthat were cut in the program chart. Once thesefingers come in contact with the metal on the disk,they energize that particular operation. The disk

Figure 5-16.—Layout of washer extractor programmer.

5-22

continues to rotate until the timer switch is offor when one of the following occur:

The disk stops until proper water levels arereached.

The disk stops until correcttemperatures are acquired duringinjection.

watersteam

The disk stops while adding supplies fromthe automatic dispenser.

The disk stops when the signal goes on.

After the completion of the cycle and when thesignal alarm goes off, the timer switch should bede-energized to prevent the chart from advancingagain.

PROGRAM CHART

In conjunction with the wash formula, aprogram chart is cut according to the Navy washformula. These charts, available through thesupply system, are used with the automaticprogrammer on the washer extractor to make surethe Navy wash formula is followed to the letter.Your local fleet assistance team is available toprovide assistance in cutting the chart. A sampleprogram chart is illustrated in figure 5-17. Keepin mind this is a sample chart only and should notbe referenced in cutting your own chart.

Temperature Control

This control on the program chart regulatesthe temperature of the water. The desiredtemperature of the water in the washer extractoris controlled by a thermostat located on the

Figure 5-17.—Sample program chart.

5-23

washer itself (fig. 5-18). This thermostat cancontrol two temperature settings, the hightemperature for washing and the low temperaturefor sour. The low temperature is controlled byturning the black pointer on the thermostat to thedesired temperature setting. Once the temperaturecontrol slot is reached on the program chart, hotwater is added to the washer and tempered withcold water to reach the desired temperature youset on the thermostat. The desired temperaturewill always be the lower temperature on the Navywash formula.

To set the high temperature, move the redpointer on the thermostat to the high temperaturesetting on the wash formula. During the breaksuds, hot water is admitted into the washer. Thehot water stops when water levels are reached andthen steam is admitted until the high temperatureis reached. The third pointer in the thermostatindicates the actual temperature in the washer.

Water Levels

Water levels in the washer are controlled byslots 5 through 7 on your program chart (fig.5-17). Wash formulas are based on certainamounts of water. If the amounts are other thanindicated, your concentration of supplies will notbe correct. Water levels are preset at the factory;however, they may have to be adjusted toconform to Navy wash formulas. Water levelsshould be reached before steam is admitted intothe washer. If you notice steam being admittedinto the washer before water levels are reached,the cutting of the program chart should berechecked.

Figure 5-18.—Washer extractor temperature control.

Automatic Supply

The automatic injection of supplies into thewater is done by slots 11 and 12. The automaticsupply bins that are located on the right side ofthe washer extractor contain four bins. Navy washformulas I and II require three supplies and Navywash formula III requires two supplies. Therefore,you will only use two bins because sour and starchcan be added together. This means only two ofthe four slots on the program chart will be cutto allow these supplies into the washer drum.

SAFETY FEATURES

All laundry personnel should be familiar withwasher extractor safety features to preventpersonal injury and/or damage to equipment. Thelaundry supervisor should prepare a locallyprepared document that covers all safety featuresnoted in the equipment technical manual. Thesafety features listed below are generally true forall models; however, check your technical manualfor any additional safety features.

1. During the wash cycle the washer extractorwill cut off if the outer shell door is opened.

2. The outer shell door of the washer extractorwill not open during the extract cycle because ofan interlock switch.

3. Both hands must be used to operate the jogswitches on the control panel.

4. The control switch on the control panel orthe master switch on the programmer can be usedas emergency stops.

5. The vibration switch is installed to stopincorrectly loaded machines during extract.

6. The air pressure switch will not allow themachine to operate on less than 50 pounds of airpressure for the wash cycle and 80 pounds of airpressure for extract.

7. The automatic brake engages during powerloss or emergency stop.

8. The positioning interlock switch is installedto eliminate the possibility of having the washmotor activate while the outer shell door is open.

PREOPERATIONAL CHECKS

Before actually operating the washer extractor,be sure you are ready by doing the following:

Check your steam supply (100 pounds isideal).

5-24

• Check to make sure you have fresh water.

• Check your air pressure (the washer extractorwill not operate if less than 50 pounds).

• Make sure all other switches are off when youenergize the control and master switches sonothing else will energize.

• Turn equipment on; check for response(lights, dump closed, and so forth).

• Check the cylinder door; make sure it issecured.

• Check the thermostat for proper tem-perature settings.

AUTOMATIC OPERATION

Figure 5-19 shows a laundryman loadinga Dyna Wash. Except for loading, unloading,and adding supplies all functions in theautomatic mode are done for you. Whenloading the Dyna Wash, you should divide thewash load into three equal piles. There should beno more than a 10 percent difference in theweight of each pile. Overloading a washingmachine is one of the chief causes of breakdownsbecause greater strain than the manufacturerintended is placed on all moving parts,particularly the motor. Overloading also resultsin poor washing because the water and cleaningsolution do not have adequate space andsufficient agitation to remove soil. Underloading,on the other hand, results in a waste of water andcleaning supplies. You should, therefore, weighevery load of clothes for each compartment in the

43.69

Figure 5-19.-Loading the washer extractor.

5-25

cylinder. Once you have done your preoperationalchecks, you are ready to operate the washerextractor using the following procedures:

1. Open the shell door.2. Energize the control switch; make sure all

other switches are in the OFF position beforedoing this function.

3. Rotate the cylinder with the jog switch,used simultaneously with the reverse or forwardswitch until the cylinder door is opposite the shelldoor opening.

4. Turn off the control switch.5. Open the cylinder door. CAUTION:

NEVER place hands inside the shell or cylinderwhile the control switch is energized.

6. Load washer to rated capacity.7. Mark on the washer with chalk what is

in each pocket (each cylinder door is numbered1, 2, or 3).

8. Close the door to each cylinder; latch itsecurely.

9. Close the outer shell door.10. Add required supplies to the automatic

dispenser; make sure you place them in the correctbin.

11. Use the drum control disk to set theprogrammer chart to the beginning; make sure themaster switch to the programmer is off whiledoing this.

12. Energize the control switch, masterswitch, and timer switch (in that order).

From this time on, the operator normally willnot have to return until the signal sounds. Thebell to this signal can be silenced by securingpower or depressing the button.

MANUAL OPERATION

If the automatic timer is inoperative, you willhave to operate the machine manually. Manualmode should not be used when the washer timeris operating properly. The controls and switchesas mentioned earlier when used properly allow theoperator to use the manual mode. Looking backat automatic operation you should follow all stepsup to and including step 9 and then follow theseinstructions:

10. Turn the control switch on.11. Start the wash motor by energizing the

wash and master switches.12. Make sure all other switches are off and

the drain switch is closed.

13. Add water to the proper level and at theproper temperature, as indicated on the washformula. If the water is not hot enough, use steamto bring it to the desired temperature.

14. Add chemicals as prescribed by thewashing formula, through the supply door whenthe cylinder is passing the supply door in thedownward direction.

15. Start timing the bath (follow formula).

16. Open the drain switch and drain the waterwhen time for each cycle elapses.

17. Permit sufficient time for the water todrain from the shell after the water level readszero, and then close the dump valve.

18. Repeat steps 14 through 17 until the washformula reaches the extract cycle of the formula.

19. Leave the valve open for more completedrainage after the last bath.

20. Start the extraction cycle. Move the switchto extract position. When extraction is completed,move the switch to WASH or INCH position asdesired.

21. Secure the power, loosen the handwheel,and open the outer shell door only after thewasher cylinder comes to a complete stop. Usethe jog switch to align the cylinder doors, thenopen and unload each pocket.

LOADING AND UNLOADING

Before the wash in the washer extractor isdone, attending laundry personnel should havethree piles of sorted and weighed soiled laundryready for loading. The unloading process is justthe opposite of the loading process. Make surewhen you open the outer shell door that thecylinder has come to a complete stop and allswitches are de-energized. You are now ready toline up the cylinder doors with the outer shell doorfor unloading purposes. CAUTION: NEVER stickany part of your hand or arm inside the shell doorif any of the washer extractor controls areenergized. After unloading the freshly launderedclothing, it should be routed to the next processingstation and the presorted and weighed soiledlaundry loaded. The clean laundry should berouted swiftly to prevent it getting mixed up withother laundry. It is either routed to the press deckfor processing on the presses or flatwork ironeror placed in the dryer for drying.

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43.70Figure 5-20.-Milnor washer extractor, 60 pound.

OPERATION OF THE PELLERIN MILNORWASHER EXTRACTOR

A 60-pound Milnor washer extractor isillustrated in figure 5-20. Like the Dyna Wash itis fully automatic, saving the operator the troubleof manual operation. The operating procedures

are different from the Dyna Wash and you shouldbe familiar with them.

MILNOR CONTROLS AND INDICATORS

The control system on the Milner lookscomplicated; however, it is quite simple and easy

5-27

to understand. The programmer controls andindicators are shown in figure 5-21. The door tothe programmer is open so you can see thecontrols on the inside. Machine controls arelocated near the supply injector; as we discuss thecontrols, follow along on the illustration.

1. Master switch—This switch (No. 1) con-trols power to the machine and has threepositions:

MANUAL—machine functions controlledby switch settings

OFF—power off

FORMULA—machine operations con-trolled by timer and precut program chart

2. Motor switch—The motor switch (No. 2)controls power to wash, drain, and extractmotors. It also has three settings:

WASH formula-washer operates in eitherauto or manual mode

EXTRACT—this powers extract motor inmanual mode

OFF—power to wash, drain, and extractmotors de-energized

3. Temperature control switches (Nos. 3 and4)—These switches control water temperature.They

4.

have three settings for each switch:

ON—used during manual mode to controlpreset temperature

OFF—no temperature control

FORMULA—temperature automaticallymaintained according to the program chart

Signal switch (No. 5)—This switch is usedto cancel and signal what has been called for onthe program chart and allow the Milnor motorto resume operation.

5. Drain (No. 6)—The drain has threepositions: OPEN, SHUT, or FORMULA. In theFORMULA position the drain opens or closesaccording to the formula.

6. Water level switch (No. 7)—This switch hasthree positions: HIGH, LOW, or AUTO. The

Figure 5-21.—Milnor controls and indicators.

HIGH and LOW positions are used in manualmode while the AUTO position admits wateraccording to the program chart.

7. Hot and cold water switches (Nos. 8 and9)—These switches control opening and closingof hot and cold water. Both switches have threepositions:

8.whentimer

9.

IN—opens hot or cold in manual mode

OFF—closes hot or cold in manual mode

AUTO—opens and closes either valveaccording to the program chart.

Signal and timer lights—Signal light is litmachine requires operator attention. Thelight is lit when the timer is in operation.

Thermometer—The thermometer auto-matically controls preset water temperatures

5-28

within the machine. The thermostat indicatorsinclude a:

black pointer—indicates actual watertemperature,

green pointer—controls your lower tem-perature, and

yellow pointer— controls your highertemperature.

Your start (No. 10) and stop (No. 11) buttonsare self-explanatory. The stop button can be usedto shut down the machine quickly if necessary.

SAFETY FEATURES

The Milnor has many safety devices that youshould become familiar with. These safetyfeatures should be listed on a locally prepareddocument and posted near the machine. The doorto the washer has an interlock that prevents thedoor from opening during operation. Themachine will also cut off automatically if the airpressure is too low. The air pressure should bea minimum of 80 pounds for extract or a brakeair pressure switch will prevent the machine fromentering extract.

AUTOMATIC OPERATIONS

Before you operate the Milnor, perform thepreoperational checks as outlined for the DynaWash and load the machine to the rated capacity.

1. Turn cylinder knob until formula chartfingers approach start.

2. Close and lock the door, add supplies toautomatic dispenser.

3. Place all switches in the AUTO orFORMULA position.

4. Turn cylinder knob until interior light goeson in the formula chart.

5. Push start button.6. After cycles complete a signal will sound,

push stop button, open door.7. Unload machine.

MANUAL OPERATION

Manual operation should only be used whenthe automatic timer is inoperative. Manualoperation slows down workflow, causes less thandesirable washing results, and ties up laundry

personnel as they will be busy attending machinecontrols. The following steps should be followed:

1. Load machine to rated capacity.

2. Turn formula chart to uncut position.

3. Close and lock the door.

4. Set your switches to the followingpositions:

Master switch—MANUAL setting

Motor switch—WASH-FORMULAsetting

Temperature control—for first cycleput temperature 2 switch to ON andtemperature 1 switch to OFF

Drain switch—shut

Hot water switch—in

Cold water switch—in

5. Push start button and washer will fill withwater of selected temperature. You can fill washerto desired water level and shut off the waterby placing the hot and cold water switches toOFF.

6. Add supplies following applicable washformula.

7. Switch drain to open and allow water toempty at the end of each cycle.

8. Energize the extract motor by switchingthe motor switch to EXTRACT after draining thewater from the flush suds cycle. Leave drain openfor this procedure.

9. Shut off extract, close drain after 1minute.

10. Complete the next two rinse cycles.

11. Switch temperature 1 to ON andtemperature 2 to OFF on the third rinse.

12. Turn water switches on, fill washer todesired level, and shut water switches off.

13. Add sour and starch as required.14. Open drain at end of final rinse. Allow

water to empty and energize extract.

15. Push the off button and turn all switchesoff at the end of the extract. Allow the cylinder

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to stop and unload. Figure 5-22 shows a laundry-man unloading a Milnor.

MAINTENANCE OF THESHIPBOARD WASHER EXTRACTORS

The washer extractor is a very important andexpensive piece of equipment. If it breaks down,time and money are consumed, perhaps un-necessarily, and the ship’s company may besubjected to inconveniences and unsanitary livingconditions. Therefore, too much emphasis cannotbe placed on the proper care and maintenance ofthe washing machine.

The senior laundry petty officer and alloperators are responsible for the care of washerextractors. The washer should be kept as cleaninside and outside as possible. Soap solutions andhot water help to keep the inside clean andsanitary, but scum and other accumulationsshould be removed daily from the exterior.

An oxalic acid solution made by dissolving 1/2pound of oxalic acid crystals in a gallon of watercan be used to keep the outside of the tub cleanand bright. Use a rag or brush to apply the solu-tion. Rub vigorously and then rinse with cleanwater. A fine abrasive powder, such as pumice

43.72Figure 5-22.-Laundryman unloading the Milnor washer extractor.

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stone, sprinkled on the damp cloth helps toremove grease and film from the tub. Scouringpowder and a brush vigorously applied also workquite well.

As an operator, be alert for mechanicalproblems that may occur between maintenancechecks such as the following:

• Loose latches on cylinder doors

• Leaky valves

• Extractor brake working improperly

• Thermostat working improperly

• Switches inoperative

• Timer operating improperly

• Extract engages roughly

• Water levels incorrect

• Safety features inoperative

Laundry personnel should not attemptmechanical or electrical maintenance. Remember,hands off electrical wiring in the electrical box.All mechanical or electrical maintenance must bedone by qualified shipboard maintenancepersonnel.

TUMBLER DRYER

Figure 5-23 illustrates a group of tumblerdryers. The Navy mainly uses the 50-pound

43.73Figure 5-23.-Battery of tumble dryers.

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Cissel-type dryer. In figure 5-24 the door of thetumbler dryer is open and part of the perforatedbasket can be seen inside, while a laundrymanloads the tumbler dryer. Each drying tumbler hasan exhaust fan enclosed in the bottom of themachine. This fan exhausts air from the tumblerenclosure, and outside air then rushes throughthe open sides of the heat coil box, where it isheated by the steam coils. The air then enters thebasket through the perforations and dries the

clothes. The exhaust fan removes the air from thebasket and forces it out through an exhaust duct.

CONTROLS AND INDICATORS

Figure 5-25 illustrates the controls andindicators on the tumbler dryer. Most of thesecontrols are self-explanatory; however, check the

43.74

Figure 5-24.-Laundryman loading the tumbler dryer.

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Figure 5-25.—Tumbler dryer controls and indicators.

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Figure 5-26.—Tumbler dryer controls and indicator chart.

chart in figure 5-26 for the name of each controlor indicator and its function.

PRIMARY LINT TRAPS

The primary lint trap is located in the frontof the machine inside the lower lint trapdoor.Figure 5-27 illustrates a laundryman cleaning thelint trap and lower casing. Cleaning the primarylint trap and lower casing should be done onceevery 2 hours. Proper cleaning of the lint trapeliminates airflow restrictions which increase thetime for drying each load and create possible firehazards.

SECONDARY LINT TRAPS

Secondary lint traps help to cut down thebuildup of lint in ducting. Air that has gonethrough the primary lint trap and left the dryerstill may have lint in it. This lint and debris buildup in the ducting blocking airflow. Ducts thathave long runs and elbows attract lint that getsstuck and builds up creating back pressure anda possible fire hazard. Inspection and cleaning ofthese vents and ducts should be done monthly.Secondary lint traps can be installed by procuringdryer lint trap bags and installing them asindicated in figure 5-28. Lint bags are available

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43.76

Figure 5-27.-Laundryman cleaning the primary lint trap.

Figure 5-28.-Secondary lint trap installation.

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through sources contained in the Ship’s StoreContract Bulletin. These bags are easy to installand remove and should be cleaned once every 4hours.

STEAM COILS

Steam coils are located at the top of the dryer.The configuration of steam coils as heat ex-changers makes them collectors of lint and dirt,which slows down the transfer of heat and reducesairflow. Steam coils should be examined daily forthe presence of lint; any lint present must beremoved.

TUMBLER DRYER FIRES

Before we get into the actual operation of thetumbler dryer, let’s discuss the potential firehazards involved in drying clothing and othertextile materials in standard shipboard tumblerdryers. The principal cause of shipboard laundryfires is spontaneous combustion of residual soilin clothing (particularly paint and drying or edibleoils) and/or polymeric elastic waistband materials.Most laundry dryer fires are caused by humanerror or negligence. Many of the causes are listedbelow:

In

Leaving clothing or linen unattended in thedryer

Not properly washing, rinsing, orextracting clothes

Overdrying because of imbalance inloading (heavy items included with lightitems)

Placing divisional laundry bags in the dryer

Not cooling down dryer loads for 10minutes with dampers set to deliver roomtemperature after drying

Improper cleaning of primary andsecondary lint traps

Improper use of the timer on the dryer

Unclean steam coils on the dryer

addition, operators must be familiar withsafety devices and report faulty equipmentto maintenance personnel. Investigations of

shipboard fires have revealed the followingconditions in laundry tumbler dryer safety devices:

Clogged, damaged, or missing lint traps

Missing or inoperative thermometers

Thermometers that do not indicate tem-peratures above 220°F, although theequipment can be operated above thistemperature

No automatic temperature control

No automatic timing device to controldrying time

No automatic cool-down cycle

No fire sensing and smothering device

When the above conditions exist on boardyour ship, be extra careful when operating thetumbler dryer.

A Prevent Laundry Dryer and Hamper Firesplacard (fig. 5-29) should be posted on the frontof each dryer. Placards are available through thesupply system and should be mounted on the doorof every dryer.

OPERATING THE TUMBLERDRYER

The procedures for operation of the dryer areas follows:

1. Load the dryer, not exceeding ratedcapacity.

2. Set dampers to the desired position. Mostloads can run in the HOT position.

3. Set thermometer regulator to desiredtemperature (140°-160°F). The actual dryertemperature will be indicated on the thermometer.

4. Set drying time for approximately 20minutes.

5. Set the cool-down timer for 10 minutes tocool the load to approximately 120°F during thecool-down cycle.

6. Push the start button. Drying time dependsupon steam condition, weight and texture of load,and the amount of moisture left in the load afterit was extracted. Standard tumbler performanceshould not exceed 1 minute per pound (dryweight). NOTE: During the cool-down cycle,move dampers to the cool position.

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Figure 5-29.—Prevent Laundry Dryer and Hamper Firesplacard.

7. Remove clothes from the dryer.

Never allow laundered items to remain in thedryer after completion of the drying cycle.Laundry personnel should store freshly driedclothing loosely and remain in the laundry afterthe last dryer load to make sure there is no residualbuildup of heat in the clothing.

DRYING TECHNIQUES

To avoid loss of items and production,perform all drying operations by lot. Keep each

lot in its proper sequence and maintain anidentification marker with each lot during thetumbling operation. Exercise the greatest care toprevent any mixing of lots. Items requiringapproximately the same drying time should beprocessed together, when possible.

Do not overload tumbler dryers as tumblersare more sensitive to overloading than any othertype of equipment used in the Navy laundry.Overloading retards drying time, produceswrinkled work, and accelerates wear on theequipment. No set time can be prescribed fordrying a load in a tumbler because drying timeis dependent upon steam conditions, weight of theload, texture and type of material, and the amountof moisture left in the work after extraction.However, the maximum drying time for anaverage load of cotton items in a 50-poundtumbler dryer is approximately 20 to 25 minutes.Under ideal conditions, the drying time requiredfor the same load may even be less. Very heavycottons require a slightly longer drying time.Drying times used should be checked frequently,and, if longer periods are required, the dryer mayhave to be checked by maintenance personnel tomake sure there are no problems. Tumble dryingof washed synthetic or synthetic blend clothes andlinens properly carried out can minimize and/oreliminate the need for pressing of the items. Whendrying linen or this type of clothing do thefollowing:

1. In all instances the tumbler dryer must notbe overloaded in order to allow adequate tumblingaction for wrinkle removal. Three-quarters of therated dryer capacity is recommended.

2. Hot tumble drying temperatures should notbe used. Exhaust-air temperature should be setat a medium setting (between 140° to 160°F).Drying time varies with the nature and size of theload, but items containing a synthetic or highpercentages of synthetics in blends dry much fasterthan similar 100 percent cotton items. Itemsshould not remain in the tumbler when it is notin motion.

3. Permanent press, synthetic, and syntheticblend wearing apparel and linens, when removedfrom the dryer immediately after cool down andeither placed on a hanger or folded, should besuitable for use without ironing. Processing oflinens in this manner can help cut down theworkload for flatwork ironers.

Heavy items scheduled for pressing must bepreconditioned (partially dried) in tumblers for

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approximately 5 to 8 minutes before beingpressed. This will make pressing easier; however,preconditioned items should not be overdriedbefore being removed from tumblers. Whenoverdrying takes place, the difficulty of pressingthese items is increased and the quality of thefinished item is impaired.

Remove tumbled laundry from tumblers byhand, place in trucks or baskets provided for thispurpose, and deliver to the next processingsection. Care must be taken that lots are not mixedand that they are delivered in the sequence inwhich received. It is important that processedworkloads be delivered to the next processingsection as soon as possible. This is of particularimportance to preconditioned workloads sincedelays will cause the work to dry excessively andwill affect the efficiency of the pressing operation.Preconditioned workloads should be covered withdampened cloths or nets to help preserve theirmoisture content. Unload all tumblers when thelaundry is shut down for the day. Check for heatcontent of all unfolded rough-dry work that is toremain in the laundry overnight. Spread items outfor airing if they are still hot.

GENERAL MAINTENANCE

The majority of all dryer maintenance is doneby the engineering department. You should alwayskeep your tumbler dryer free of lint. Lint is a firehazard, besides, clothes will not dry properlyunless the lint screen is clean enough to allow freepassage of air through the machine. If dryer linttraps become worn or torn you should replacethem. Always clean the lint screen casing whenyou clean the lint screen.

Use a vacuum cleaner or a compressed air jetto remove lint deposits from heater chambers andair passages in the dryer. If lint is left toaccumulate, spontaneous heating may result, orthe flow of air will be restricted.

Other maintenance you can perform on thedrying tumbler includes the following:

Checking switches and dampers todetermine how well they work

Keeping nuts and screws tight

Reporting maintenance requirements toyour supervisor promptly

Checking the tension of drive belts

Screws, nails, pins, and melted plastic thathave solidified will occasionally clog theperforations in the basket mesh creating operatinghazards. Baskets should be checked and cleaneddaily.

The engineering department should check thetumbler dryer at regular intervals for accumula-tions of lint in air passages and the lint box, faultyopening and closing of the dampers, leaks in thesteam valves or lines, and the general conditionof the machine. Engineering personnel shouldlubricate the tumbler and make major overhaulsaccording to the recommendations of themanufacturer.

FLATWORK IRONER

The main items in the laundry processedthrough the flatwork ironer aboard ship are bedlinens and tablecloths. The flatwork ironer isinstalled on ships that have sufficient requirementfor this piece of equipment. On this ironer(sometimes called a mangle) the flatwork is ironeddamp just as it comes from the washer extractor.Such things as handkerchiefs, hand towels,aprons, undershirts, and white trousers can alsobe finished on the flatwork ironer.

Items of laundry flatwork are currently beingmanufactured from synthetic, synthetic blend,and cotton blend fabrics. These items can besuccessfully finished without pressing in a tumblerdryer. Use of dryers in this connection can reducethe press deck load where an ironer is notavailable. Where an ironer is available, its usereduces the drying tumbler workload andproduces a better finish than rough drying.

On ships without flatwork ironers, some ofthe flatwork, such as table linen, is pressed on alaundry press of the type described in the nextsection. The rest of the work is rough dried.

You will probably serve at some time on a shipthat has a flatwork ironer and, therefore, will beexpected to know how to operate one correctly.

IRONER CONTROLS

Currently flatwork ironers used on Navy shipshave either 60-inch or 85-inch cylinders. Theflatwork ironer consists of a steam-heated cylinderagainst which the flatwork is pressed by meansof three padded pressure rolls. The work is carriedinto the ironer on feed ribbons that lead the workover the cylinder. At the rear an apron or ribbonpresses the work against the underside of the

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cylinder and returns it to the front. Steam to heatthe cylinder is provided by the ship’s steam line,and the motor is electrically driven.

The ironer parts that you are mainly concernedwith are shown in figure 5-30. The one part notshown that is very important is the emergency stopbutton located in the right-hand rear of themachine. We will briefly describe the main partsso you can get a broad understanding of theflatwork ironer.

The return ribbons hold flatwork incontact with the heated cylinder untildischarge.

The delivery table catches all dischargedmaterial.

The finger guard prevents the handsof the operator from getting near thepadded pressure rolls.

The padded rolls smooth and flatten fabricto the heated cylinder.

The feed ribbons feed flatwork.

The feed ribbon drive roll turns the feedribbons.

The speed control lever controls thespeed in which flatwork is passed throughthe ironer.

The foot pedal engages the compressionroll.

SAFETY PRECAUTIONS

Before discussing operation of the flatworkironer, we need to discuss safety precautions thatapply to this equipment. Do not try to removejammed linen or material while the machine isrunning. Serious injury to the operator or damageto the ironer can occur if you attempt to repositionor unjam linen or service the ironer while it isrunning. If something is jammed, shut the ironeroff at the power source before trying to removeit. If the ironer has compression roll levers, learnhow these levers work and always use them to

Figure 5-30.—Flatwork ironer basic parts.

5-39

fully raise padded rolls before you shut off thepower, allow the ironer to cool, and try to removejammed linen or service the ironer. Always avoidcontact with heated parts.

Never reach over, under, or behind the safetyfinger guard or into any area near the heated rollor moving parts without first shutting off theironer at the power source. If you break this rule,you are taking the chance of getting caught in therolls or ribbons and possibly incurring seriousinjury from the ironer’s heat or pressure. This ruleshould be followed whether you are working atthe front, side, or rear of the ironer.

Check the operation of the safety finger guardat the beginning of every shift. Touching thesafety finger guard should activate a switch thatwill stop the ironer. If this safety feature is notworking properly, shut off the ironer at the powersource and notify your laundry supervisor.

Do not try to operate the ironer until the safetyfinger guard is repaired and working properly.Always make sure that all other safety guards andend panels are in place before operating the ironer.

ALWAYS make sure that all ribbons andtapes are in place and working properly. They aredesigned to hold linen so it is properly ironed andto prevent jamming. Never relace or adjusttapes, ribbons, or padding while ironer is running.Keeping the ironer well waxed also helps toprevent jams. DO NOT iron anything exceptflatwork because damage to the ironer or injurycan result. The ironer is designed for processingflatwork only. DO NOT stand, sit, or kneel onany shelf at the front or rear of the ironer. Theseare not designed to support a person’s weight.

PROTECT yourself and your fellow workersby making sure that everyone follows these simplerules. Read and follow all safety labels. Learnwhich parts are hot and how the ironer works—including how to shut it off in an emergency. Donot get close to heated or moving parts or wearloose clothing or jewelry when near the ironer.If you see people breaking these rules, help themprevent serious injury to themselves or others byreminding them to follow the rules and shut theironer off first. When in doubt contact theengineering department. Do not try to makemechanical repairs on this equipment. Onlyqualified personnel should service this equipment.

OPERATION OF THE FLATWORKIRONER

Before you start and operate the flatworkironer, make sure you fully understand the use

of each control and the equipment safetyprecautions. The compression roll should bedisengaged (top position) and flatwork ready tobe fed into the machine. Follow these steps:

1. Start ironer by pressing the green button.2. Set to the lowest speed by adjusting the

speed control handle. NOTE: NEVER change thespeed of the ironer when the ironer is on or youmay damage the variable speed mechanism.

3. Open the steam supply valve slowly. Openthe valve one-half a turn at first and graduallyallow steam to enter the cylinder. Continue toopen the valve slowly until opened all the way.The steam pressure for the ironer should be about100 psi. It normally takes about 30 minutes tofully heat the cylinder.

4. Engage the compression roll and wax theironer (see waxing the ironer).

5. Start feeding the flatwork. You mayincrease speed to meet your particular need.During normal operation there are two locationsin which the ironer maybe stopped, the red fingersafety guard and red emergency stop button.

6. To stop the ironer at the end of your work,close the steam supply, raise the compression roll,and allow the machine to run without steam for20 to 30 minutes. This procedure allows allcomponents to properly cool before the power isshut off. This cool-down procedure also preventsdamage to return ribbons and protects thecompression roll padding from being flattened.

FEEDING THE FLATWORK IRONER

The flatwork ironer was designed to finish allcotton or blended flatwork such as tablecloths,napkins, towels, and linen. It is not designed toprocess nylon or rubberized fabrics. Do not tryto process these items as it may result in fire ordamage to ribbons or cylinder surface. Whenleaving the ironer for more than 5 minutes, alwaysraise the compression roll.

To help ease feeding, you should shake aquantity of work out and lay it over the edge ofthe laundry basket or on a table within easy reach.

Check on the amount of dampness in thepieces before feeding. The piece should come outof the ironer dry, and to accomplish this, someadjustment of the extracting time may benecessary. If the pieces are not extracted longenough they will come out of the ironer still damp;and if extracted too long they will come out witha rough, dry appearance. Do not let flatwork sitaround in the laundry baskets after it is removed

5-40

from the extractor. Iron flatwork immediatelywhile it is at the proper stage of dampness, orcover it with plastic or other material to retain aproper amount of moisture. Feed flatwork intothe ironer WRONG SIDE UP, so that the smoothor “right” side comes into contact with thecylinder. This gives a smooth finish to the outsideof the flatwork. Fold the smooth side out as thework comes from the machine.

Large Items

Two persons should feed large items asshown in figure 5-31. To start the piece throughthe ironer, each person grasps a top corner withthe hand nearest the ironer, stretching theforward edge between them so that it enters themachine straight and smooth. Each person usesthe other hand to straighten the front edge as itenters the ironer. After the feed roll ribbons pickup the spread, they use both hands to hold the

spread firm and straight as it passes through theironer. As the spread comes out, the personneltake it by the edges again and fold it.

Small Items

When you feed small articles into theflatwork ironer, use the entire length of thecylinder, If you continually feed small items intothe ironer at one or two spots, the padding on thepressure rolls wears more at these points andyour work comes out unsatisfactory. The onlyway to correct this difficulty is to repad the rolls.

CARE AND MAINTENANCE

Maintenance of the flatwork ironer is theresponsibility of engineering personnel. ONLYtrained maintenance personnel should do anywork on the ironer. Instructions for changing

43.79

Figure 5-31.-Laundry personnel using the flatwork ironer.

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ribbons, aprons, friction material on ribbon driverolls, pads, and covers are contained in themanufacturer’s technical manual. Laundrypersonnel should do this maintenance ONLY afterbeing properly trained in the correct proceduresfor performing this work.

Waxing the Ironer

To produce a smooth finish on flatwork,prolong ribbon life, and prevent linen fromsticking to the heated cylinder, laundry personnelneed to wax the ironer each morning or after every6 to 8 hours of use. You should use the waxrecommended by the manufacturer. Cut a stripof cloth about 3 feet wide and as long as thecylinder. Sprinkle half of the strip evenly with wax(paraffin) and fold the other half over it. Holdthe cloth tight and feed the closed or folded endinto the ironer. Run the paraffined cloth throughthe ironer several times. Use caution when doingthis as the wax may become very hot. Also, becareful not to overwax as this causes the returnribbon and drive material to deteriorate. Thiscloth may be reused as long as the wax lasts. Neversprinkle wax directly onto the ironer.

Ironer Ribbons

Ironer ribbons need to be replaced when theybecome worn, discolored, or torn. After they havebeen replaced by trained maintenance personnel,laundry personnel should thoroughly wax theironer as this aids the newer ribbons in their initialaction against the heated rolls.

Friction Material on Return RibbonDrive Roll

The return ribbon drive roll drives the ironerreturn ribbons. This return ribbon drive roll islocated at the front of the ironer underneath thewhite canvas feed ribbons. For the ironer returnribbons to be driven properly, the ribbon driveroll must be properly covered with frictionmaterial. Special 6-inch-wide friction materialwound around the drive roll is used for thispurpose. When this material becomes smooth orif it should become worn off the roll, it must bereplaced with new material. If this material is notreplaced, the ironer return ribbons will not bedriven at the proper speed and wrinkling and otherproblems can result. Return ribbons normally runfaster than the heated roll and the paddedcompression roll. If linens should have a tendency

to jam and wrinkle while under the return ribbons,that is usually an indication that the ribbons arenot running at the proper speed and the frictionmaterial may need replacement. You shouldcontact maintenance personnel to check andreplace this friction material if necessary.

Changing CombinationPads and Covers

When the padding on the ironer pressure rollsbecomes scorched, burned, or when resiliency islost they should be changed. It is very dangerousto install new padding to the ironer and must bedone with a great deal of care because your handscome close to moving rolls. Only experiencedmaintenance personnel should install the padding.After the padding is installed, the operator shouldmake sure all safety guards are reinstalled bymaintenance personnel and work properly. Youshould also run a wax cloth through the ironertwo or three times.

If the padding at one end of an ironer isslightly larger in size than the other end, pass someheavy bath towels or other thick work throughat that end. This should compress the paddingsufficiently so that the padding is the samediameter across the entire width of the roll. Thereshould be a minimum of pressure on the padding,This allows maximum padding life. Do not tryto maximize pressure that is put on the padding.The ironer will not dry better because of extrapressure. It simply wears out the padding faster,As the padding gets older, it compresses slightly.

LAUNDRY PRESSING ANDFINISHING

The press deck area of the laundry processesall clothing received from washing or tumblingoperations that cannot be processed through theflatwork ironer.

Uniform items made of synthetic or syntheticblends may be successfully finished by tumbledrying if the procedures outlined in the washingand drying sections are followed. Other cottonuniform coats, shirts, and trousers must bepressed before they are worn. Laundry personnelworking on the press deck must know how tooperate a press and press clothing correctly. Thisrequires practice and repetition of standard presslays for shirts and trousers. It also requiresknowing the basics of the laundry press operationand following all safety precautions.

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LAUNDRY PRESSES

A laundry press is shown in figure 5-32. Alaundry press consists of a stationary padded buckfastened to a rigid metal frame. The head of thepress is made of polished metal and is loweredby a system operated by compressed air. Livesteam is admitted to the head to heat it, andthe condensed steam is carried away by a drain-pipe. A steam trap prevents live steam fromentering the drainage system. A table forholding a garment undergoing pressing issecured to the frame of the press beneaththe buck.

The buck of a press is your worktable. Thesize and shape of the buck may vary accordingto the function for which it was designed. Thebuck is padded in a specific way for satisfactorypressing. This padding must be in good conditionat all times and must be changed when scorched,uneven, or worn. The amount and condition ofpadding affect head pressure, and you mustreadjust this pressure to get the amount requiredfor good pressing.

TYPES OF LAUNDRY PRESSES

Figure 5-33 shows the many presses usedafloat. There are several models used afloat;however, the operation of them is basically thesame. The following are the basic types of pressesinstalled aboard ship:

1.

2.

3.

4.

In

Tapered head—for general pressing ofwearing apparelRectangular head—for general pressing ofwearing apparel and flatwork itemsTriple head—for pressing shirt collars andcuffs simultaneouslySleeve press—for pressing sleeves of shirts

addition to presses you have your sprayguns attached to press units. A spray gun isessential for dampening garments that are too dryfor good pressing. Cold water is used to dampenthe garments. A small amount of water sprayedon the last part of a garment being pressed isnecessary to compensate for the moisture lostwhile the other parts of the garment were pressedon the hot press.

Figure 5-32.—Utility laundry press basic parts.

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Figure 5-33.—Laundry press listed for use aboard ship.

PRESS LAYOUTS layout of equipment. The layout of all laundryequipment in Navy ships is done by the Naval Sea

When two or more presses are placed together Systems Command, and changes should not beso that garments may be alternately pressed on made without prior approval.each machine by one operator, the group of Figure 5-34 illustrates a single operator stationpresses is called a unit. consisting of two utility presses and one pants

The placement of presses within a unit, or the topper press. On a large ship there maybe severalplacement of units in the laundry, is called the of these stations as shown in figure 5-35.

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47.81Figure 5-34.-Laundry press single operator station.

43.82Figure 5-35.-Several single operator stations.

5-45

OPERATION OF THE LAUNDRYPRESS

Presses are air operated and controlled bypush buttons mounted flush with the front of thepress table. The air buttons located on the frontof the table are used for lowering, locking, andreleasing the head. The two outside red buttonslower and lock the head. Both hands must be usedto press both buttons at the same time. The releasebuttons are the two inside green buttons. The headcan be released by depressing either the right orleft inside release button.

Before you operate the press, examine thecover and padding before heating it. Then checkthe head pressure by inserting a bedding sheetleaving a portion exposed and trying to pull it outafter the press is closed. The bedding sheet willresist all efforts to remove it and remain in placein all areas.

If the padding is bad, do not use the press untilit is repadded. If the cover is unsatisfactory,replace it with a new one.

When you heat the laundry press, do it grad-ually. Turn the steam valve partially open for 20minutes and then open it completely. The pressis then ready for use.

The time required to press and dry a garmentsatisfactorily is dependent upon the following:

1. Type of material2. Moisture in the material3. Steam pressure (less than 100 psi will

require longer time)4. Effectiveness of the steam trap in carrying

away the condensed steam to allow unrestrictedflow of live steam into the head chamber

5. Head pressure

An article with a rough, dry appearanceusually requires more than normal pressing time.Be certain, of course, that the article is dampenough when you start to press it. If the articlelacks sufficient moisture for good pressing, sprayit with the spray gun. For normal pressing, keepthe head down for about 15 seconds. Experiencein pressing enables you to tell when to adddampness to a garment before you press it, andhow long it will take to press that particular typeof material.

SAFETY FEATURES

The laundry press head will not close unlessyou use both hands to push the two red buttons.

This prevents getting your hand caught under thepress head. Opening the press head requirespushing only one of the green buttons. This isdone to allow easy release in an emergency. Also,press heads will not close and lock if an objecttoo thick is between the press head and pad. Thissafety feature can be tested by taking a bed sheet,rolling it up in a tubular fashion, placing it underthe press head, and then trying to close the presshead. If the press head is adjusted properly, thehead of the press will not lock shut.

Many incidents have occurred where laundrypersonnel have caught their hands between thepress head and the pad. If you follow a few simplesafety precautions, this should never happen.

Never operate the press if any controlbuttons are sticking.

Never plug one of the buttons with anydevice to increase speed.

Do not allow anyone to stand nearthe press while operating it.

Only one operator should be working ata press station at a time.

Know the location of the main steam valveto the laundry in case of an emergencysuch as a broken steam line or steam leak.

MAINTENANCE OF PRESSES

The laundry supervisor and operators shouldnot only perform minor maintenance on presses,but also should see that repairs to presses are re-corded properly in the equipment maintenance log.

The steam pressure to the presses should be100 pounds per square inch. Some of the presseshave pressure gauges. The air pressure on air-operated presses should be 75 to 95 pounds persquare inch. In addition, engineering personnelshould give the presses a hydrostatic test once ayear. This test should be for 150 pounds persquare inch for 1 minute.

Laundry personnel should not get into themechanics of the laundry press; however, theyshould perform the following operatormaintenance:

1. Thoroughly clean presses (daily).2. Clean and wax press heads (as required).3. Change pads and covers (as required).

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Early in the morning and just before pressing,you should use a foxtail to dust off the entire presstable of the laundry press. Then take some hot,soapy water and completely wash off the presstable and dry it. Always be careful not to bringyour arms into contact with any of the heatedsurfaces of the press.

CLEANING PRESS HEADS

Press heads must be clean at all times toprevent clothing from picking up stains that maybe on the press head. To clean the press properly,you need press head cleaner, press head wax, andpress head mitts. These products are available forprocurement through the Ship’s Store ContractBulletin.

The main purpose of the press head mitt is toprevent laundry personnel from being burned.The press head mitt has two different sides, oneside is smooth, while the other side is made of steelwool material. You use the smooth side to applypress head cleaner to the press head evenly. Thenscrub the whole press head with the steel wool sideof the press mitt.

Use clean rags to wipe the press clean andalways keep the press head mitt on to preventbums to your hand. CAUTION: NEVER use ragsthat may have flammable substances on them.After you remove all excess press head cleaner,do the final touch by applying wax to the presshead. Use a wax cloth to sprinkle wax on one sideof the cloth and then fold it together. Use the presshead mitt and wipe the cloth evenly against thepress head until all surfaces have been waxed. Usea clean rag to wipe off any excess wax. Use anold bed linen to test the press head for excesscleaner or wax by lowering the press head on thesheet. If no stains are noticed you are ready forregular pressing.

CHANGING PADS

Presses must be properly padded at all times.Packed down pads produce poor quality work andbreak buttons, and clothing articles pick up burnodors when pressed on burned-out padding.Change these pads as required.

Figure 5-36 illustrates the materials you willneed to change pads which includes the following:

One steel wool pad

Two flannel pads

One press cover

Figure 5-36.—Changing laundry press padding.

The procedure for padding the buck is simple.Unclamp or unhook the cover beneath the buckand remove all the old padding.

The steel wool pad on the bottom is veryexpensive and needs to be changed only whenworn or rusted (about once a year). On the topof your steel wool pad, place the two flannel padsand then the press cover on top of them. Thenpull the drawstring tight and tie it off. Connectall tension springs and clamps under the buck ofthe press and you are done.

Synthetic covers last longer than cotton covers.The drawstring in the cover helps to hold thepadding in place, but the tension springs on theclamps or hooks beneath the buck hold thepadding firmly in place. They give an even pullall around the cover. Change covers when theybecome soiled or badly scorched.

Always use two layers of flannel on the press.One flannel pad does not cushion the garment wellenough and buttons may be broken. When two

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layers of flannel are used, change one layer eachweek. Place the new layer on the bottom and theused layer on top. You can wash double-facedflannel and reuse it. If the flannel shrinks, use iton a smaller buck. If the flannel becomes hard,apply steam to the surface and work it with thehand until the flannel becomes pliable. Tumblingalso makes the flannel pliable.

Change the knitted padding when it becomesscorched or burned. No set time can be given forchanging the knitted padding, but under normaloperating conditions it should be changed aboutonce a month.

PRESS LAYS

In machine pressing, each garment is finishedby a series of LAYS. Each lay is a position of thegarment on the buck, and the series should coverthe entire garment. Out-of-the-way places thatcannot be pressed with the machine should besmoothed out with a hand iron.

Sequences of lays for shirts and trousers aredescribed on the following pages. The ones givenare considered the minimum for each article whengood quality pressing is desired. The lays,however, are not standard with all pressers. Forexample, some laundry personnel use two lays forpressing the front of shirts, one with the pocketflap up and the other with the flap down. Otherpressers use one lay with the flap down and getaccept able work.

When determining the proper sequence of laysfor a garment, take into consideration thefollowing:

1. Minimum number of lays required to dothe work satisfactorily

2. Logical sequence of lays, for easier andquick handling

3. Part of the garment to be pressed last toprevent damage to the finish of the mostconspicuous parts of the garment

The lays given for different articles below arenow used in ships’ laundries. The following laysfor shirts and trousers do not include the use ofa hand iron for touch-up work on places difficultto reach with the press. When available, use theseirons as necessary to get good quality work. Agarment that is nearly finished should not behandled too much in doing touch-up.

PRESS LAYS FOR SHIRTS

Figures 5-37 through 5-39 give the sequenceof lays for pressing a shirt on presses available

in shipboard laundries. The press lays shown areconsidered the minimum required in pressing ashirt properly. The first lay shows the pressing ofa shirt collar on a standard press; it may be doneon a collar/cuff press if available.

Laundries with a sleeve press may use it topress sleeves in place of a conventional press. Thepressing of the inside of the pocket should be doneas shown in figures 5-37 through 5-39; however,on synthetic uniforms it is not necessary andpockets will normally not fold back. Synthetic andsynthetic blend uniforms should be finished in thedryer when possible as outlined in the dryingsection. Spray guns should be used when necessaryto keep shirts damp during pressing. This alsoimproves the finished appearance of the shirt, Anywrinkles that cannot be removed using theconventional press should be done by a hand iron.

PRESS LAYS FOR TROUSERS

Figures 5-40 and 5-41 illustrate the press laysthat are used for a pair of trousers.

Remove the trousers from the damp box.(Keep a wet net over the damp box at all times.)Straighten out the trouser pockets as shown in thefirst two lays of figure 5-40. Shape the trouserswith your hand and dampen, if necessary. Thencontinue with the lays as shown.

If the steam pressure in the laundry is below100 pounds of pressure, you may have to pressthe trousers a bit longer to make sure all dampnessis gone, especially for the inside pockets. Whenmatching the inseams be sure the outer seammatches the inner seam on both legs. If they arenot matched properly, the line will run uneven onthe trousers. When you complete the press lays,hang the trousers on a hanger equipped with atrouser guard to prevent lines from setting in thelegs of the trousers during stowage.

FINISHING OTHER ARTICLES

To finish cap covers you should use a regulariron and press the band on the small end of apress.

Press garrison caps in two lays on any typeof press. Use one lay for each side. Do NOT presscaps with leather bands on a laundry press, Theleather will not withstand the temperature of thehot head.

When you press ties, cut a cardboard formthat will fit inside to hold them straight. Thenpress with two lays, one for each side. Do notpress wool worsted ties on a laundry press. Use

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43.84

Figure 5-37.-Lays for pressing shirts (lays 1 through 6).

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43.85

Figure 5-38.-Lays for shirts (lays 7 through 13).

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43.86

Figure 5-39.-Lays for shirts (lays 14 through 15).

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43.87

Figure 5-40.-Press lays for trousers (lays 1 through 6).

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43.88

Figure 5-41.-Lays for trousers (lays 7 through 12).

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a press in the dry-cleaning plant, with a coveredhead.

Pressing dungaree shirts is done in the samemanner as shown in shirt pressing; however, careshould be taken when pressing the sleeve withthe petty officer crow. This petty officer crow maycause a stain on the press head or press cover. Toavoid this problem, you should place a piece ofcardboard between the crow and the press heador cover. This prevents the petty officer crow fromimprinting on the press head or press cover.

Precondition dungarees in the dryer beforepressing as discussed in the drying section. Thisis done because they hold a lot of water and onnewer dungarees the blue color may fade onto thepress cover, thus ruining the cover. Dungareetrousers are pressed inside out and the legs arepressed flat with creases going inward on theseams instead of in the middle of the leg.

Care should be taken when pressingtablecloths or napkins. When a flatwork ironer isnot available, these items will have to be pressedon a conventional press. The tablecloths andnapkins should be preconditioned in the dryerbefore pressing (do not overdry). If the tablecloths

and napkins are not preconditioned beforepressing, they may scorch. On the other hand, ifthey are pressed too dry, they will not be finishedproperly. Tablecloths should be stored with a wetcloth over them until you are ready to press themor they will dry out.

ASSEMBLY AND ISSUE

In this section we are concerned withassembly and handling of articles both inindividual bundles and in bulk lots. Bulk lots thatare tumbled can be loaded directly into thelaundry bags in which they were brought to thelaundry. Such is not the case, however, withitems in an individual’s bundle. This is a matterof (1) careful handling, (2) thorough inspections,and (3) accurate counting.

ASSEMBLY OF INDIVIDUAL LOTS

Before the individual lots are received in theassembly area, the individual’s ticket (NAVSUPForm 233) should be placed in the assembly binsin alphabetical order. Then you will place finishedarticles as marked in the proper bin. Figure 5-42

43.89

Figure 5-42.-Assembly room.

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shows laundry personnel doing this procedure inthe assembly room. After all the articles in anindividual bundle have been binned, it is best toremove the articles from the net bag. Fold andreturn them to the net bag as you check off theitems on the laundry list.

Pin the net bag with a large laundry pin andattach the separate sock bag to this net bag usinga small laundry pin. MAKE SURE you attach thecorrect laundry sock bag to the correct net bag.To make issuing individual bundles easier, alwaysmake sure that the name or laundry mark of theperson owning the articles is shown clearly on thenet after you wrap and pin the bundle.

Once you have done this, check the laundrylist and make sure you have all the finished presswork (shirts, trousers, and so forth). Cover thepress work with a suit wrapper and attach thelaundry list to the wrapper using glue or tape.

ASSEMBLY OF BULK LOTS

Bulk lots are normally tumble dryed andplaced back in the divisional laundry bags. Itemsthat you receive in bulk, such as tablecloths,should be returned in bulk bags in even stacks tiedtogether with a string after pressing. Flatwork lotsincluding sheets, towels, and so forth, should befolded and tied in bundles and returned in laundrybags. When tying these articles in bundles, alwayskeep similar items together. The following systemshould be used when handling bulk lots.

1. The division petty officer delivers bulklaundry to the laundry receiving room.

2. The laundry bag is weighed and the weightis noted in the bulk lot laundry log. The ReceivedBy and Delivered By columns of the bulkwork logare signed by the laundry petty officer and thedivision petty officer to acknowledge the deliveryweight.

3. After the work is completed and when thelaundry is picked up, the bag is again weighed withthe post-processing weight noted in the log. Bothpetty officers sign the log on issuance of thefinished work.

Refer to the log when a division brings itslaundry back to the laundry issue room claimingunacceptable losses of clothing. Receipt and issueof bulk laundry can be compared. A 1-pound lossin weight, for instance on a 50-pound bag oflaundry, would indicate that the loss problem maybe occurring in the living compartment rather thanthe laundry.

HANDLING FINISHED LAUNDRY

Handle finished laundry with care. Collect itpromptly and place it in the proper bin. Do notallow unfolded clothes from the net bags to pileup around the laundry on the worktables orshelves. Be careful not to allow clothing to fallto the deck. When finished work is soiled orwrinkled by rough or careless handling, reworkingis the usual result.

No articles should be returned to the ownerunless it represents the best quality of work andcare your laundry can give it. Streaks, stains,broken buttons, or any blemishes on finishedwork are usually inexcusable and should becorrected before the article is returned to itsowner.

QUALITY ASSURANCE

As you know, every individual expects thereturn of all articles from the laundry done in aprofessional manner. When you receive finishedwork in the assembly room, check each piece forcleanliness, stains, scratches, marks, or any othertype of blemish. The pressing and finishing sectiongives the standards of quality for finished work.These are the things you must look for wheninspecting laundry. A shirt, for example, shouldhave a QUALITY LOOK; that is, it should bethoroughly clean, free of blemishes, smoothlyironed, and have the proper creases. What appliesto the inspection of shirts, of course, applies toevery article. Remember that you have theultimate responsibility of approving laundrybefore it is returned to its owner.

ISSUING LAUNDRY

Issue finished laundry according to theschedule. Provide space for laundry that is readyfor issue. You need shelves or tables for wrappedbundles and space for laundry bags. In case youhave a special room for receiving and issuing, putfinished bundles neatly on shelves in alphabeticalorder.

Hang shirts, trousers, and coats on hangersand cover them with suit wrappers.

Issue laundry to authorized persons only,those designated on the schedule, or to individualowners. Make sure that proper signatures areobtained and that the count reflected is accurate.This is necessary to establish validity in laundryclaims. Any problems encountered in issuinglaundry to officers, chiefs, Mess Management

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Specialists, or other personnel should be reportedto your immediate supervisor.

HANDLING SENDBACKS

Sendbacks are articles in individual bundlesand bulk lots that must be sent back forreprocessing. Place an article sent back forreprocessing in a net so that it can be reworkedimmediately. Because sendbacks hold up deliveryof laundry, they should receive special attentionso that you can make delivery on schedule.Recheck on them occasionally to make certain thedesired work is being done.

CLAIMS FOR DAMAGEDLOST CLOTHING

OR

Claims by crew members arising from loss ofor damage to personal clothing in the ship’slaundry should be handled as shown in theNAVSUP P-487.

The goal for laundry claims during any givenaccounting period is zero; however, very seldomis this goal obtained. Mistakes are made andclaims are submitted usually because of thefollowing:

Errors made during marking or assembly

Delivery to the wrong division orofficer/CPO

Weak security controls in the laundry

Clothing damaged during processing

Loss or damage to clothing can only becorrected through the use of proper laundering

procedures. The primary factor attributed to lossof clothing in the laundry is poor lot control. Ifthe laundry has good lot control it will avoiddelays, confusion, and loss of clothing articles.To minimize laundry claims due to lost ordamaged clothing, laundry processing as discussedin this chapter should be followed.

SECURING FITTINGS ANDEQUIPMENT

Yoke is one of the damage control materialconditions that is set each day aboard ship justafter working hours.

Once the laundry is secured for the day, theShip’s Serviceman working as damage controlpetty officer should make sure the materialcondition of yoke is set properly in the laundry.Normally these yoke fittings are logged closed indamage control central at this time. If the laundryis going to operate past normal working hours,any yoke fittings that are required to be openedshould be logged opened in damage controlcentral.

Every day electricity to equipment is securedby turning off the switch on each piece ofequipment that controls the power. The electricityto any equipment should be secured when thatpiece of equipment is not in use.

Steam to laundry presses should be secureddaily by closing the valve to the steam lineconnected to the press. Care should be taken toprevent burning yourself. The steam valve to thelaundry presses should be reopened the nextworkday. Never leave loads of laundry in theequipment or hang clothes near steam lines orpresses. All laundry cleaned for that day shouldbe picked up by the responsible division/department before securing for the day.

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CHAPTER 6

THE DRY-CLEANING OPERATION

The dry-cleaning operation is another serviceactivity of the supply department. The supplyofficer is responsible for providing dry-cleaningservice on ships where dry-cleaning equipment isinstalled. The responsibility for providing thisservice is normally assigned to a junior SupplyCorps officer.

Since water damages certain fabrics, someclothing must be dry cleaned. Dry cleaning is theprocess by which you immerse soiled and stainedgarments in dry-cleaning solvent in a dry-cleaningmachine. Normally, dry-cleaning equipment isinstalled on ships with over 500 personnel;however, provisions for dry-cleaning equipmenton ships with 100 to 500 personnel are consideredon a case-by-case basis.

DRY-CLEANING PERSONNEL

The number of Ship’s Servicemen and strikersassigned to the dry-cleaning operation depends onthe workload and the equipment. On carriers andtenders where the plant is much larger than onother ships, there may be a supervisor, an assistantsupervisor, and 6 to 10 additional personnel.

The petty officer assigned as supervisor isresponsible for preparing the dry-cleaningschedule, procuring supplies, training personnel,operating the plant, and cooperating withengineering personnel in maintaining theequipment. The supervisor assigns personnel todo the work as efficiently as possible and rotatesthem so they can get experience in all the tasksperformed in the plant.

DRY-CLEANING SECURITY

All dry-cleaning personnel are responsible formaintaining security in the dry-cleaning plant.Security prevents loss of dry-cleaning articles,damage to equipment, injury to untrainedpersonnel, and unauthorized use of equipment

and facilities. The dry-cleaning plant is considereda Group IV space. Keys should be handled asoutlined in chapter 1 of this manual under GroupIV spaces. Any work done in the dry-cleaningplant after normal work hours should have thefinal approval of the ship’s store officer.

DRY-CLEANING SCHEDULE

As in the laundry, a schedule is necessary forcontrolling the delivery, processing, and issuingof dry cleaning. To prepare such a schedule, startwith a flow chart of all operations through whicharticles must pass from the time they are receiveduntil they are ready for issue (fig. 6-1). Then

Figure 6-1.—Dry-cleaning flow chart.

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review each stage to determine time, space,equipment, and operating personnel required, andany other factors that will affect your schedule.

DRY-CLEANING STANDARDS

Dry-cleaning standards are based on a 96-hourworkweek and apply only to those ships that havea dry-cleaning capability. These standards areincluded in the Shipboard Habitability Program,OPNAVINST 9640.1. Your dry-cleaning plantshould have dry-cleaning equipment and presscapability sufficient to clean and finish press onedress uniform per person per month. This worksout to about 1 pound of dry cleaning per personper week. Any troops that are embarked aboardyour ship should not be included in dry-cleaningconsiderations. If your ship has between 100 to500 personnel, you should have a minimum of aspotting board and press capability to finish pressone dress uniform per person per month. Shipswith 100 to 500 personnel desiring dry-cleaningequipment instead of a spotting board will beconsidered on a case basis. If the capabilities ofyour dry-cleaning plant permit, you may alsoprovide service to ships near your ship. That is,in the case of tenders or repair ships, your shipshould provide dry-cleaning service to shipstended in addition to your own.

DRY-CLEANING EQUIPMENTCAPABILITIES

Like the laundry, your equipment capabilitiesneed to be considered when scheduling dry-cleaning operations. Based on observations,information data, and review of past records thefollowing can be expected of your dry-cleaningequipment.

Dry cleaning—dry to dry—one load ratedcapacity per 50 minutes

Dry-cleaning press utility—20 pieces peroperator hour (POH)

These equipment capabilities are dependent ontraining, ability of personnel, arrangement ofequipment, and hotel utilities available for yourequipment.

SPACE

You should consider the space in the dry-cleaning plant when making your schedule.

Normally, dry-cleaning plants do not have asmuch space as the ship’s laundry and you musthave rigid control of the schedule from thestandpoint of receiving and issuing so that thesection can handle the maximum amount of workin the space available. Do not receive more dryweight than can be processed in 1 normal workingday, except under very unusual conditions.

TYPES OF SERVICES

Any services provided in the dry-cleaning plantshould be completed in a period between 24 to72 hours. Services provided for items other thanregular uniforms should be clearly defined in yourschedule including the days and times theseservices are available. You should be flexible inscheduling these additional services especially justbefore a personnel inspection or on a tender ora repair ship that may be offering services to shipsalongside while in port. For instance, you shouldnot be doing a large load of civilian clothes at thetime of a personnel inspection when your work-load will be extra heavy and you won’t be ableto get the work done on time. Modify the schedulearound this time to make sure you get all uniformitems done before the inspection,

Normally, officer and CPO clothing can beprocessed on an individual basis; however,enlisted personnel uniforms may provide too largea demand to do them in this manner. In asituation like this, you may want to handle enlistedpersonnel uniforms as a bulk (division/group)load. If you do this, make sure each enlistedperson marks his or her uniform according to theU.S Navy Regulations, 1973, so you know whoowns the clothing.

DEADLINE FOR RECEIPT

To eliminate any problems in receipt or pickupof dry-cleaning items, you should make sure youclearly define on your schedule who is responsiblefor these tasks. It is advisable to set a deadlinefor receiving articles no later than 0900 daily. Byrequiring delivery before 0900, the dry-cleaningpersonnel can easily sort the articles into properloads and keep the washer operating to capacitywithout having to wait for sufficient articles ofone type to make a load.

GROUP OR CLASS SCHEDULING

Schedule similar uniform items togetherbecause washer loads must be of similar material.

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Your material groups are broken down into threecategories: (1) officer and CPO uniform items,(2) enlisted uniform items, and (3) miscellaneousitems such as flags, foul weather jackets, civilianclothes, and any other items not included incategory 1 or 2.

You should do officer and CPO items one dayand enlisted uniform items another. Any itemsother than uniform items can be scheduled outover the week. Thus, on any given day you wouldhave either category 1 or 2 scheduled with twosmaller groups of clothing out of category 3.Unless it is necessary, don’t ever have more thanthree different types of material scheduled on anygiven day. On large ships such as carriers ortenders, the officer and CPO laundry is scheduledon separate days.

ADJUSTING THE SCHEDULE

Unlike the ship’s laundry, the schedule in thedry-cleaning plant may have to be adjusted moreoften to meet specific conditions. As stated earlier,you can expect a synthetic dry-cleaning unit toproduce one clean load approximately every 50minutes. You can also expect to dry clean about1 pound of laundry per person per week. If youtake these two factors into consideration youshould be able to determine the number of personsyou can serve in a 1-day schedule and adjust theschedule accordingly.

RECEIVING AND IDENTIFYING

The proper receiving and identifying of dry-cleaning articles is essential in preventing itemsfrom being misplaced. There are two methods forreceiving and identifying dry-cleaning articles. Usethe method that best fulfills your needs.

Method A—Each piece of dry-cleaning workis logged in and out using a dry-cleaning work log.The log is maintained by the receiving clerk in astandard ruled book or lined pad of paper. If dry-cleaning tags are used as stated in method Bbelow, this logbook does not need to be used. Ifyour dry-cleaning plant is using dry-cleaning listswithout tags, use this log in conjunction with thedry-cleaning list.

Method B—Each patron fills out the list,removes the receipt stub at the bottom, andattaches the list to the bundle. The receiving clerkthen tags each article in the bundle with a section

of the premarked tag and staples the master(s) ofthe tag set and unused tags to the patron’s dry-cleaning list.

DRY-CLEANING LIST AND TAGS

A dry-cleaning list is a record of dry cleaningprocessed for an individual. Such a list saves timeand work in receiving and issuing and also reducesthe probability of misplacing articles. These listsmay be bought commercially or ordered throughthe Ship’s Store Contract Bulletin. You may useit to check off finished work returned to theassembly room. The list provides for plantcontrol, customer receipt, financial control, andfurnishes eight tags for identifying the items thatare going to be dry cleaned. The procedure forusing the marking tags that are part of the dry-cleaning list is as follows:

1. Detach and safety pin or staple one tag toeach article. If a customer has three articles, fastena detachable tag to each item and leave theremaining tags attached to the master dry-cleaninglist.

2. When you assemble the items that havebeen dry cleaned, the count of the remaining tagsconfirms the number of articles that belongs toone customer. Thus if five tags remain, thecustomer brought in three articles.

Cost columns that are located on the right sideof the list are necessary only when a charge ismade for dry cleaning.

INSPECTION

Inspect each article for detachable uniforminsignia and for items in pockets. Removal of ball-point pens, crayons, lipsticks, and other foreignobjects at this point eliminates sources of damageto loads of clothing being cleaned. Put such itemsin an envelope and attach it to the customer’s dry-cleaning list. Return pockets to proper positionbefore cleaning. If you find spots on an article,send it to the spotter. Spots should be removedfrom the article before it is cleaned.

If time permits, determine whether anybuttons or buckles are missing or loose and notetears or any other marks. Note whether the articlehas a belt. Care in preliminary examination avoidstrouble later.

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CLASSIFYING

The two most important things to considerwhen items are classified for dry cleaning are (1)color and (2) lint quality of the material. Ingeneral, virtually all fibers or fabrics can be safelydry cleaned provided they are resistant to the dry-cleaning solvent, frictional activity involved in thedry-cleaning machine, and the stress of steampressing and finishing. Standard military uniformscan be successfully dry cleaned aboard ship withvirtually no problems as long as the equipmentis used properly and the correct solvent is used.The solvent used should be tetrachloroethylene(perchlorethylene), NSN 6810-00-270-9982 andNSN 6810-00-819-1128. Always remember toclassify similar items together for washingpurposes. If your dry-cleaning plant is washingcivilian clothes, it would be a good dry-cleaningpractice to first determine the type of fiber orfabric to be cleaned and then carefully check thepermanent care label for manufacturer’s recom-mendations or instructions for cleaning. Onoccasions you may also dry clean Marineuniforms. Sort them together but dry clean themseparately.

Classify table covers, drapes, flags, and so on,according to color, material, and lint quality. (Putties into separate bags and clean them with theblue uniform.)

Foul weather jackets, face masks, winterhelmets, and winter trousers may be cleanedtogether.

Although they have many different colors,signal flags may be cleaned in the same group.Transfer of lint among flags is not detrimentalto their use.

Do NOT dry clean impregnated, rubberized,or oiled articles, or articles manufactured whollyor in part from leather. Dry-cleaning solventsdamage such materials beyond repair or use.

When articles are classified, divide them intoequal units for loading into the dry-cleaningmachine. The weight units should be based on themanufacturer’s recommendations for machinecapacity.

A record of pounds cleaned and the numberof loads cleaned daily is kept to determine thenumbers of pounds cleaned per gallon of solventand the cost per pound cleaned. The use of 1gallon of dry-cleaning solvent to clean 200 poundsof clothes is considered good usage.

PRESPOTTING

All articles should be examined for spotsbefore they are cleaned. Analyze all spots todetermine what substance caused them and whatmethods should be used to remove them.Sometimes treating the spot may not remove itentirely but usually it will come out completelyduring the cleaning process.

Note that the flow chart (fig. 6-1) shows bothprespotting and postspotting steps. The latter stepis necessary in case a spot was missed earlier. If,however, it is necessary to postspot an article, itmust go back to be cleaned again to remove thechemical used in spotting. Spotting is discussedin detail later in this chapter.

DRY-CLEANING SOLVENT

The dry-cleaning process centers around thedry-cleaning solvent which distinguishes drycleaning from simple wet cleaning or laundering.The removal of stains and soils is dependent uponvolubility, age and extent of soil, size of washload, type of fabric, the amount of water anddetergent in solution, and the level andtemperature of the solvent.

Only the synthetic solvents discussed in thischapter are authorized on board Navy ships foruse in dry-cleaning plants. Tetrachloroethylene/perchloroethylene are the most commonly usedsolvents and the brands are available throughsupply. The solvents already contain detergentwhich eliminates adding it to the inventory ofsupplies.

Check the amounts of solvent in the storagetank from time to time and make sure that it isrefilled as necessary. This prevents the solventfrom getting too low for operation. If it isnecessary, remind the sales office when thequantity of solvent is reaching a low level so theycan order a new supply.

SAFE HANDLING AND USE OFDRY-CLEANING SOLVENT

Although dry-cleaning solvent has been usedsafely for many years, it is a toxic substance. Itmust, like other chlorinated solvents, be regardedas a potentially hazardous material, which, ifmisused or improperly handled, can cause seriousinjury or even death. It is essential, therefore, thatperchloroethylene be handled only by knowledge-able and experienced individuals who are familiar

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with the hazards associated with its use. The safetyhazards of perchloroethylene are contained inBUMEDINST 6260.12.

Many incidents have been reported whereShip’s Servicemen were overcome by fumes fromdry-cleaning solvent. To prevent and minimize thehazards of handling dry-cleaning solvent, youmust follow these precautions:

Use solvent only in well-ventilated spaces.

Avoid prolonged or repeated breathing ofvapors.

Ventilate stowage areas well.

Free exhaust ducts, fans, and ventilationshafts of dirt, lint, or other debris.

Vent vapor recovery units to the outsideair.

In addition to the above precautions you shouldinspect your equipment daily for loose or leakyjoints, couplings, connections, valves, covers, ordoors and report all discrepancies promptly tomaintenance personnel. Do not eat, drink, orsmoke in areas where the dry-cleaning solvent ishandled.

Any liquid solvent, even a trickle that comesin contact with the atmosphere, presents apotential hazard to personnel. If spills occur, theyshould be cleaned up promptly. Personnel whoclean spills should wear rubber gloves and anapproved respiratory protection device that isequipped with a canister or filter suitable for usewith chlorinated vapors. Personnel not wearingrubber gloves or respirators should remain clearof areas where spills have occurred. Open alldoors and turn on exhaust fans to ventilate thearea.

You should use a sorbent to clean up smallspills. Allow the sorbent to stay in place until ithas completely absorbed the solvent and thenshovel the solvent-laden material into an airtightcontainer and dispose of it properly. If a largespill occurs, it should be drained and then pumpedinto an airtight container for disposal. The dry-cleaning solvent should not be dumped intosewers, placed near water supplies, nor should itbe drained into the bilges. It should be placed ina suitable container and disposed of in one of thefollowing ways:

Released to a licensed reclaimer

Incinerated in an approved incinerator

Evaporated in very small quantities

Buried in landfills in compliance withlocal, state, and federal regulations

Dumping the solvent into any body of water isstrongly discouraged and may be illegal. Nopersonnel should be allowed to return to any areaswhere spills have occurred until all evidence ofexcessive vapors is gone.

HEALTH HAZARDS

Perchloroethylene can be used safely whenproper precautions are observed; however, theuser must guard against certain hazardousproperties of the solvent. Users should guardagainst inhalation of excessive perchloroethylenevapor, prolonged or repeated contact of the liquidwith the skin, swallowing the liquid, and splashinginto the eyes. Manufacturers of dry-cleaningequipment design and build their dry-cleaningsystems with these points in mind. When suchequipment is operated and maintained in anappropriate manner, dry-cleaning solvent shouldnot become a health hazard.

Dry-cleaning supervisors should make sure abuddy system is adopted in the dry-cleaningoperation. All dry-cleaning personnel should bealert for the signs of overexposure or illness causedby the dry-cleaning solvent including thefollowing:

Loss of inhibitions, lightheadedness,giddiness, or drunkenness

Loss of coordination

Stinging sensation in the eyes, nose, orthroat

Headache, nausea, or dizziness

FIRST AID

All personnel who work in areas where over-exposure to perchloroethylene could occur shouldbe thoroughly trained in administeringappropriate emergency first aid. Experience hasshown that promptly administering such aid canhelp to reduce the possible adverse effects ofaccidental exposure. You must realize, however,that first aid is for emergency treatment only andmedical attention should be obtained promptly.

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Inhalation

The initial effects of overexposure due toinhaling the solvent will be nose and eyeirritation, lightheadedness, dizziness, mentaldullness, and uncoordination. If these symptomsare present, the affected person should beremoved from the contaminated area to fresh air.Once the person is removed to an area wherethere is fresh air, recovery is usually rapid, Ifrecovery is not rapid, symptoms worsen, orbreathing has stopped, start artificial respirationand obtain medical attention at once.

Skin Contact

Perchloroethylene is an excellent solvent andbecause of this it removes natural oils from theskin. Prolonged and/or repeated contact with theliquid may produce rough and dry skin which ismore susceptible to infections. Exposures that areinfrequent or of short duration should have noadverse effects; however, in some persons a mildirritation, consisting of a mild temporary redness,may occur.

There is little practical hazard from thestandpoint of skin absorption. Althoughperchloroethylene can penetrate the human skin

in toxic quantities following massive or prolongedexposure, there is little absorption through theskin under normal conditions of use. Personnelwhose skin comes in contact with the solventshould wash the affected area with large amountsof warm water and soap. Any contaminatedclothes should be removed and dry cleaned.

Eye Contact

While the danger of serious injury is little ornone if perchloroethylene is splashed into theeyes, a great deal of pain and redness may result.The eyes should always be flushed or rinsed withcool water immediately after contact andimmediate medical attention sought.

STOWAGE OF THE DRY-CLEANINGSOLVENT

NSTM S9086-WK-STM-010 of Sept 87contains stowage requirements for chlorinatedcleaning solvents. Chapter 670 includes thestowage, handling, and disposal of hazardousgeneral-use consumables. Do not stowtetrachloroethylene (perchloroethylene) near heatsources, or allow contact with hot surfaces. Do

48.89Figure 6-2.-Multimatic dry-cleaning machine.

6-6

not smoke in areas where dry-cleaning solvent isstowed or used. All stowage areas should be wellventilated and checked regularly by the gas-freeengineer. Do not stow dry-cleaning solvent nearany substance that the solvent is not compatiblewith including strong alkalies such as sodiumhydroxide, oxidizers such as calcium hypochloriteand sodium nitrate, or powdered metals such asaluminum.

SANITATION

To protect themselves, personnel working inthe dry-cleaning plant where they are exposed todry-cleaning solvents should receive a physicalexamination on a schedule determined by themedical officer. Dry-cleaning personnel shouldwear clean uniforms, maintain good personalhygiene, and wash hands frequently, especiallyafter visiting head facilities or handling soiledclothing.

Dry-cleaning facilities should be kept in a cleanand sanitary condition at all times. The medicalofficer should provide the dry-cleaning plant withsanitation instructions and inspect the dry-cleaning areas frequently. The medical officershould also provide a copy of the sanitationinstructions to be posted in plain view in the dry-cleaning area.

DRY-CLEANING EQUIPMENT

Dry cleaning, in spite of its name, is a washingprocess. Steps in the process are roughly similarto those for washing with water, but the dif-ferences are important. The equipment used indry-cleaning fabrics is listed in the Naval SeaSystems Command’s Navy Laundry and Dry-Cleaning Equipment Catalog and is currently usedin shipboard dry-cleaning plants.

DRY-CLEANING MACHINE

The dry-cleaning machines shown in figures6-2 and 6-3 are generally used on most Navy ships.

Figure 6-3.—VIC dry-cleaning machine.

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Although they look different, they basicallyoperate on the same principles. The dry-cleaningmachine shown in figure 6-2 is commonly calledthe multimatic (Model Solo) and has a loadcapacity of 30 pounds. The dry-cleaning machineshown in figure 6-3 is the VIC model manufac-tured by the VIC Manufacturing Companyand the components are shown for your reference.

The dry-cleaning units used today are mucheasier and safer to operate than machines usedin the past. They eliminate the job of movingsolvent-ladened clothes from one machine toanother. You simply load the machine and whenthe cycle is complete clothes are dry and readyto press. This lowers the risk of solvent exposure.Listed below is basically what happens to a loadduring a complete cycle:

1. The load is placed in the washer basket,where solvent and soap, with the motion of themachine, carry on the initial washing process.

2. The solvent travels in a cycle through thewashing basket into the filter-where much of the

dirt it has collected is removed—and back intothe washer, where the load is rinsed.

3. A portion of the solvent is drained off afterit passes through the filter. This solvent enters thedistilling unit, where it is completely purified. Thisis done by heating the solvent until it vaporizes.The vapor is then run over cold pipes to lowerits temperature rapidly and return it to a liquidstate. After distilling, the solvent again enters thewashing cycle. By this means the total amount ofsolvent in the machine is kept at an acceptablelevel of purity for a long time.

4. At the end of the washing-rinsing period,the flow of solvent is automatically shut off andthe machine spins to extract the solvent from theload.

5. After extraction, any remaining solvent isreclaimed during the drying process. This is doneby tumbling the garments in a stream of warmair that vaporizes the solvent. The solvent-ladenedair is passed over a cooling coil, condensed intoliquid solvent, and returned to the stowage tankfor reuse. The length of the drying cycle depends

Figure 6-4.—Dry-cleaning press.

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on the setting of the temperature on thethermostat. Until the temperature setting isreached, the drying cycle continues (normallyabout 12 minutes). The temperature setting,depending on the garment, should be set between140° to 150°F.

6. Once the desired temperature is reachedand the bulk of the solvent reclaimed, the clothesare treated with a stream of fresh air. This portionof the dry-cleaning process is the deodorizing cyclethat strips away any remaining odor or solventvapor that may still be left in the clothes.

DRY-CLEANING PRESSES

Dry-cleaning presses have perforated metalheads and bucks through which steam is admittedby the operator. The heads are normally coveredwith a perforated, thin, metal mask, which issometimes also covered with a moleskin type offabric to prevent a gloss on pressed articles. Thebucks are usually padded and are then coveredwith a perforated metal mask and a clothcovering.

Presses used for dry cleaning aboard ship arelisted in the Navy Laundry and Dry-cleaningCatalog, NAVSEA S6152-B1-CAT-010. There aretwo general utility dry-cleaning presses listed, onemade by Ajax and the other by Florenta. TheAjax model is shown in figure 6-4. This modelis very easy to operate. After dressing an articleon the buck, the operator raises the head closingbar to close the head. Then, pressing the headlocking handle with the other hand, the operatorlocks the head in the pressing position. Simplypressing the table-mounted release button willopen the head at anytime. Steam can be providedto the head by pressing the steam handle locatedon the head, and buck steam and vacuum aresupplied by depressing the two foot pedals.

The Florenta dry-cleaning press uses the handcontrol buttons in conjunction with the safetycontrol bar. The operator pushes the blackbuttons on each side of the worktable facing withboth hands. This will close the pressing headunless the safety control bar contacts an objector the buttons are released before the head isclosed. To open the press head, the operatorsimply lifts up on the safety control bar and thepress head will open to the full position. The twocontrol buttons on the worktable facing are notused in the opening of the pressing head. The headsteam and buck steam and vacuum are operatedin the same manner as previously described.

Synthetic uniforms should not be pressed onHOT HEAD presses (uncovered polished steel).Synthetics cannot withstand high temperaturesand, therefore, should be done on a dry-cleaningpress.

Steam lines under no more than 75 to 80pounds per square inch pressure should beconnected to dry-cleaning presses. At this pres-sure the proper amount of moisture and heatis available to properly press the item ofapparel.

CAUTION is required in pressing fabricscontaining high percentages of either Dacronpolyester fibers or Orion acrylic fibers becausecontrol of temperature, pressure, and timeis important. For best results 100 percentDacron and Orlon fabrics should be pressedat temperatures around 275°F with low mechani-cal pressure and short intervals of time. Inblends of Dacron with wool, higher temperaturesmay be used provided the mechanical pressureand contact time are kept at a minimum.Improper pressing techniques may result ina shiny, watered, clouded, or frosted appear-ance, needle holes, and difficulty in alter-ing the finished garment at some later date.If high steam pressures are used, it isdoubtful that pressed seams can subsequentlybe altered. Permanent damage results fromthe defects discussed above because they can-not be removed by sponging or other treat-ment.

PRESS LAYS

In machine pressing, each garment is finishedby a series of lays. Each lay is a position of thegarment on the buck, and the series should coverthe entire garment. Places on the garment thatcannot be pressed with the machine should besmoothed out by inserting a puff (pad) andpressing the spot against the head of the press orby using a hand iron.

All pressers do not follow the same patternfor pressing the same article. Generally there isnot much variation in different lays. Sequencesof lays for trousers tops and legs, jumpers, anduniform coats are described in the followingpages. The ones given are considered theminimum for each article when high-qualitypressing is desired.

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Trouser Tops

Figure 6-5 gives the sequence of lays forpressing trouser tops. With the fly open (lay No.1), draw the left trouser top over the small end ofthe buck, having the fly front almost even withthe front edge of the buck. Steam by using thehead and applying light pressure, then drythoroughly with the vacuum. Again place the left trouser top on the smallend of the buck as shown in lay No. 2. The pocketshould be in the center of the buck. Straightenthe pocket and make certain that the outer edgeis even and drawn together. Steam, press, anddry the lay.

In lay No. 3, the left side pocket is even withthe front edge of the machine and the back centerseam is even with the rear edge of the buck. Theleft hip pocket lies in the center of the buck.Steam the material lightly and pull the pockettogether.

In making lay No. 4, draw the trouser topover the small end of the buck so that the end ofthe buck fits well down into the seat of thetrousers and the back seam is directly in thecenter of the buck. Apply steam and lightpressure and vacuum dry. In making lay Nos. 5, 6, and 7, continue onaround the trouser top, pressing the right side.These lays are not shown as they correspondclosely to lays 3, 2, and 1.

119.35

Figure 6-5.-Lays for pressing trouser tops.

6-10

When available, the automatic topper pressmay be used to press trouser tops. The topperpress eliminates the need for lays discussed aboveand also speeds up production. This type of pressis discussed later.Trouser Legs

Lays for pressing trouser legs are given infigure 6-6. The first step is to place the frontportion of the left leg on the buck—crotch at thelarge end, the inside of the leg facing upward, theseams lying on the center of the buck (see lay No.1). Make sure that one seam rests upon the otherfor the entire length of the leg. Apply steam tosoften the material and straighten the knee.

Lay the left leg, as shown in lay No. 2, on thefront of the buck so that the front crease is in thecenter of the buck and the top of the trouser is atthe large end of the buck in a line with the secondor third button of the fly (or, if zippered, 2 or 3inches from the bottom) in position so the creasewill extend upward as far as possible. In lay No. 3, move the trouser leg to the rear ofthe buck so that the back crease is lying on thecenter of the buck. The leg should be placed sothat at least 4 inches of the seat will be creased.Extend the crease as high as possible withoutwrinkling the crotch. Lay Nos. 4 (right leg, front portion), 5 (rightleg front crease), and 6 (right leg rear crease) aresubstantially the same as lays 1, 2, and 3 of figure6-6.Uniform Coats

Check figure 6-7 (lays 1 through 6) and figure6-8 (lays 7, 11, and 13) for the lays used inpressing uniforms coats. Place the left side of thecoat collar and the left lapel on the rear of thelarge end of the buck and press as shown in layNo. 1. This operation shrinks the collar at thegorge seam, restoring the shape of the garmentwhere it tends to stretch, from the seam at theshoulder down to about 5 inches below the gorgeseam. Lay No. 2 is similar to lay No. 1 except thatthe right side of the collar and the right lapel arepressed. Make this lay on the front of the largeend of the buck. Lay Nos. 1 and 2 serve to restorethe balance of the coat so that the left front andright front hang evenly.

After creasing the two sides of the collar,place the collar on the large end of the buch (seelay No. 3) so that the center is on the center lineof the buck. In most cases the collar is stretchedwhile

119.36

Figure 6-6.—Lays for pressing trouser legs.6-11

119.37.1

Figure 6-7.-Lays 1 thrugh 6 for pressing uniform coats.

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119.37.2Figure 6-8.-Lays 7, 11, and 13 for pressing uniform coats.

being worn. Distribute the extra fullness over thelength of the collar and steam freely.

In lay No. 4, place the right front of the coatat an angle to bring out the chest. Never stretchthe front of the coat; gather in the front slightlyand shrink it to the proper length. Steam wellbefore applying pressure, then vacuum dry.

See that the pocket is smooth. Move the coatforward on the buck for lay No. 5. The small endof the buck fits into the chest about 1 inch belowthe armhole pit and within 2 or 3 inches of theside seam. Any fullness on the dart seam shouldbe taken in between the pocket and the armholepit.

In lay No. 6, place the right half of the backon the buck so that the lay is about 1 inch fromthe right armhole and about 2 inches below thecollar. The side seam slants in from the armhole;

the bottom of the seam is about 4 inches from thefront edge of the buck.

The center seam in the back of the coatshould be placed in the center line of the buck forlay No. 7 (fig. 6-8). See that the bottom edge ofthe under collar is placed even with the edge ofthe buck. Any fullness in the center seambetween the shoulders should be taken in.

Continue on around the coat, making lay No.8 (left half of coat back), lay No. 9 (left side andpocket), and lay No. 10 (left front edge) tocorrespond to lays 6, 5, and 4.

Place the right facing of the coat fronton thebuck, facing up as shown in lay No. 11. This laytakes in the coat edge from the bottom of the coat

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to a point below the gorge seam. Lay No. 12, forthe left facing, is the same as No. 11.

Insert the sleeve former as shown in lay No.13 and place on the buck of press. Bring the presshead down for light contact only and steam fromthe head and the buck and then apply vacuumuntil dry. Turn the sleeve over without removingthe former and repeat on the other side. The samemethods are applied for the right sleeve. Visiblecreases from previous pressing can be removedby rubbing on the buck and steaming with theformer still in the sleeve. For stubborn creases,wet with a damp cloth, allow to dry, and pressas above.

Fit the shoulder pad into the sleeve head atthe back seam. After spreading the fullness evenly,apply steam and then hold lightly against the headallowing the heat to press out the fullness. Nextfollow around to the front of the sleeve, gettingin far enough to take care of the wrinkles. Workout the wrinkles in the other shoulder.

Dry-cleaning plants on board some Navy shipsare equipped with a steam air finisher. Thisequipment can be used to do suit coats andincrease work output. This equipment is discussedlater in this chapter.

Enlisted Men’s Trousers

Figure 6-9 shows the sequence of lays forpressing enlisted men’s trousers. The procedureis the same for both blues and whites.

Turn the trousers inside out for the entirepressing operation. Place the left front of thetrousers on the small end of the buck, smooth outthe flap, and then apply steam and vacuum dry.See lay No. 1.

In lay No. 2, the left side back is placed onthe small end of the buck, even with the sidecrease. Smooth out all wrinkles, apply steamfreely, and vacuum dry.

In making lay No. 3, draw the trouser top overthe small end of the buck so that the end of thebuck fits well into the seat of the trousers and theback seam is directly in the center of the buck.Apply steam and light pressure and vacuum dry.

In making lay No. 4 and lay No. 5, continueon around the trouser top. These lays are notshown as they correspond closely to lay Nos. 2and 1.

In lay No. 6, place the front portion of theleft leg on the buck, crotch at the large end. Withthe seam facing up, running parallel to insidecrease, apply light pressure and vacuum dry.

Lay the left leg, as shown in lay No. 7, at therear of the buck, so the outside crease is in the

center of the buck in line with the bottom of flap,to avoid crushing buttons, Apply steam fully totake out fullness of knee and vacuum dry.

Lay No. 8 (right leg, front portion) and layNo. 9 (right leg, outside crease) are substantiallythe same as lay Nos. 7 and 6.

Enlisted Men’s Jumpers

Figures 6-10 and 6-11 give the sequence of laysfor pressing enlisted men’s jumpers. Theprocedure is the same for both blues and whites.

Turn the jumper inside out for the entirepressing operation. Place the body of the jumperon the center of the buck. Apply light pressure,steam, and vacuum dry. See lay No. 1.

Place the right side of the jumper on the smallend of the buck (lay No. 2), extending fromshoulder to bottom. Insert your right hand intothe shoulder seam, smoothing out wrinkles. Applysteam and vacuum dry.

In lay No. 3, place the center of the jumperon the small end of the buck about 6 inches abovethe vee. Apply light pressure, steam, and vacuumdry.

Lay No. 4 is pressed in the same manner aslay No. 2.

Place the sleeve in the center of the small endof the buck as shown in lay No. 5, making surecreases correspond with the body crease and theshoulder crease. Smooth out all the wrinkles byapplying light pressure to avoid crushing buttonson cuffs.

Lay No. 6 is pressed in the same manner aslay No. 5.

In lay No. 7, place the collar in the center ofthe buck and fold the sides to meet in the centeras shown in lay No. 7. Apply plenty of pressure.Then fold the collar again so that the two outsidecreases are matched evenly. Place on the centerof the buck and apply plenty of pressure. See layNo. 8.

In lay No. 9, fold the jumper in the center sothat both sides of the jumper match. Place thecenter fold on the buck, apply light pressure,steam freely, and vacuum dry.

STEAM AIR FINISHER

When available, use the steam air finisher tofinish such items as coats, overcoats, peacoats,and foul weather jackets. There are three stylesof air finishers installed aboard Navy vessels. The

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119.38

Figure 6-9.-Lays for pressing enlisted men’s trousers.

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119.39.1Figure 6-10.-Lays 1, 2, 3, and 5 for pressing enlisted men’s jumpers.

Ajax model is illustrated in figure 6-12. These airfinishers make jobs in large dry-cleaning plantsquicker and more efficient.

Controls and Indicators

The controls and indicators you will beconcerned with are illustrated in figure 6-13.Table 6-1 illustrates the purpose and use of thesecontrols and indicators. Controls and indicatorsmay vary between models; however, theoperating principle is the same. Always refer toyour technical manual for correct operatingprocedures.

Operation of the Steam AirFinisher

To eliminate problems, you should alwaysoperate the air finisher in the automatic mode.During automatic operation, the dura-tion of thesteam and hot air cycles is con-trolled by thesteam timer and air timer settings. The amountof time to set each control depends on the type ofmaterial. For most clothing items set the steamtimer for 12 seconds and the air timer for 15seconds. If the finisher is set at 0 or above 30 oneither timer, it will not operate.

6-16

LAY 7 - COLLAR

LAY 9 - CEb4TE.R CREASE

119.39.2 Figure 641 .-Lays 7, 8, and 9 for pressing enlisted men’s

jumpers.

Figure 6112.- Steam air finisher.

Loading the Steam Air Finisher

The following are basic procedures for loading a coat onto a steam air finisher. Overcoats, peacoats, and foul weather jackets are finished in basically the same way.

1. With shoulder expanders in and collar form in the down position, place the coat on the form.

6-17

Figure 6-13.—Steam air finisher controls and indicators.

Table 6-1.—Pupose of Controls and Indicators

6-18

Adjust the shoulder of the form to fit the garmentby pushing down on the knob at the top of form.Insert your hands in the pockets to straighten thelinings and the pocket flaps.

2. Overlap the front of the jacket with thebuttons outside and hold the coat firmly, closingthe front flap with the knee.

3. Check and correct the back collar makingsure there is no exposed facing and snap the collarform back.

4. Close the vents using the hand vent clamps,one clamp for each vent.

5. Start the steam before you insert the sleevesby releasing the foot switch. Once the steam isdischarging freely from the sleeves, stop steam bypressing down on the foot switch. Thisautomatically resets the steam cycle timer.

6. Keeping your foot on the switch, insertwood bars in the sleeves along the seam to within2 inches of the armpit.

7. Release the foot switch to start theautomatic cycle. The automatic cycle can bestopped anytime by stepping on the foot switch.

8. When the automatic cycle is complete, thered light goes off. Remove the vent clamps, releasethe foot clamp, remove the sleeves, and removethe coat.

The operating procedures above may varyslightly between models, but you should alwaysconsult your manufacturer’s technical manual forthe correct operating procedures.

AUTOMATIC PANTS TOPPER

When available, use the automatic pantstopper shown in figure 6-14 to speed up

Figure 6-14.——Automatic pants topper.

6-19

production of trouser tops. The automatic pantstopper is quicker and eliminates the several laysrequired to finish trouser tops on a conventionalpress by using air and steam. Steam and air areset automatically and then released into the airbag for a desired period of time in which thetrouser tops are finished. The pants topper canbe run manually or automatically. Refer to yourtechnical manual for correct operatingprocedures.

ASSEMBLING AND ISSUING

When you finish pressing the clothes, you getthem ready for issuing. Use the dry-cleaning listsfor assembling articles into customer groups. Thenumber on each master tag attached to the dry-cleaning list corresponds to the numbers ofvarious articles in a customer’s bundle. Put thetags in numerical order and collect all articlesbelonging to each master tag. Be sure that allarticles written on the customer’s dry-cleaning listare present and accounted for. Then check to seethat all buttons are intact and that belts andbuckles are present. Missing buttons should bereplaced, and all belts and buckles presented tothe laundry should be returned with the cleanedarticle or replaced when lost.

After you collect and check all items thatbelong in a customer’s bundle, attach the dry-cleaning list, and put the items on the assemblyand/or issue rack in numerical order.

As stated previously, the time for pickup byauthorized persons is indicated on the dry-cleaningschedule. The hours are stated by divisions andactivities and staggered to prevent congestion inthe pickup line. Delivery periods should be atstated periods that will not interfere with activedry-cleaning processes in the department.

CARE AND MAINTENANCE OFTHE DRY-CLEANING MACHINE

Keep the surfaces of machines in the dry-cleaning unit free of dust. Wash them with hotwater and soap or a safe solvent. Apply a lightcoat of wax to the surfaces of new machines tohelp keep dirt from adhering to them. Clean thefoam filter located in the lint housing daily bybrushing the foam material to remove excess lintand washing it with clear water and squeezing itdry. Do not reinstall the filter when it is wet oruse soaps or solvents when you clean it.

Check for accumulations of lint on coils whenyou remove the lint bag in the evening. Clean thepump lint strainer once each week or more oftenunder heavy use. Never remove this strainer forcleaning while the machine is running. Be on thealert for solvent and grease leaks. Occasionally,check the timer with a watch. Make sure main-tenance and lubrication charts are followed.Report requirements for maintenance to yoursupervisor.

MAINTENANCE OF DRY-CLEANINGPRESSES

The maintenance of dry-cleaning presses isbasically the same as laundry presses. Thoroughlyclean them daily and change the pads and coversas required. Padding is so important in the dry-cleaning plant in order to produce a beautifullyfinished product. The presses are padded in thesame manner as conventional presses, one steelwool pad (change once a year), two flannel pads(change the oldest one once a week or as required),and one cover that can either be changed whenit shows signs of wear or taken off and washedonce a week. All other press maintenance shouldbe done by qualified maintenance personnel. Dry-cleaning personnel should not attempt main-tenance on the presses that they are not qualifiedto perform.

SPOTS AND STAINS

Many spots and stains are removed throughthe regular washing or dry-cleaning process. Spotson clothing are caused by foods, blood, grease,and so forth. When these spots become set in thematerial they are considered a stain. The settingof a spot usually is caused by heat or from certainchemical reactions. Once set it cannot be removedwithout some injury to the fabric. In many casesthe injury is so minor that removal is stillworthwhile. In other instances, the risk of damageto the fabric is so serious that it’s better to leavethe stain in the fabric. Therefore, as you will learn,it is very important that spots are identified andtreated before they become a stain.

SPOTTING

Any stain that resists the normal washing ordry-cleaning process can usually be removed usinga special treatment called spotting. Spotting is a

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Adhesive TapeAirplane DopeAsphaltCarbon PaperCrayonFurniture PolishGlueGrassGravyGreaseHair DressingInk, Ball Pen

AlbuminBloodCandyCatsupChocolateCocoaDischarge

BeerBerryCoffeeFruit

RustDyesInk, writing

Table 6-2.—Basic Stain Groups

OIL BASE TYPE

Ink, MarkingInk, PrintingLacquerLeatherLipstickLotionsMascaraNail PolishOilOintmentsPaint, LatexPaint, Plastic

PROTEIN TYPE

EggGlue (Animal)Ice CreamJellyMayonnaiseMercurochromeMerthiolate

TANNIN TYPE

Fruit JuiceLiquorPerfumeSoft Drinks

MISCELLANEOUS

Metallic (Other Than Rust)Silver NitratePhoto DeveloperTarnish

specialized art in which a spot or stainis identified and removed using the properchemical agent without damaging or affectingthe clothing. Aboard ship, basic spottingchemical preparations, which we will discusslater, should be used for removing stainscontained in the basic stain groups shownin table 6-2. Stains are easier to removewhen they are fresh and, therefore, earlyidentification is essential.

PitchRougeRubber CementSaucesShellacShoe PolishSootSoupTarVarnishw a x

MilkPerspirationSalad DressingStarchSweetsSyrupVomit

TeaTobaccoWineYellow

THE SPOTTER

The person who does the actual spotting iscalled the spotter. The spotter’s job is to identifythe substance that caused the spot or stain andto know what cleaning agents and type oftreatment to use to remove it. Many of the fabricsthe spotter handles are expensive. Serious damageto any of them means financial loss as well asinconvenience to the owner. Therefore, the spotter

6-21

should know before trying to remove a spot orstain that the substance and methods to be usedwill not destroy the fabric or ruin its appearance.When in doubt about whether a spot or stain canbe removed without serious damage to thematerial, the spotter should contact thesupervisor and obtain his or her advice beforestarting the work. We have indicated earlier thatidentification and treatment of some spots arenecessary to keep them from becoming stains.This is not always possible due to heavyworkloads and lack of time to check clothingitems. In this case a note should be placed in theplan of the day (POD) by the supply officer askingthe owners of articles requiring spotting to tagthe articles with a note identifying the spots. Thisinformation makes the spotter’s job easier, faster,and more accurate. It also alerts the spotter to dospotting before dry cleaning.

SPOTTING TOOLS ANDEQUIPMENT

The spotter must know and understand theequipment and tools used in spotting operationsin order to get the best possible results. Spottingtools and equipment consist of the spotting boardassembly—main spotting board, sleeveboard,garment tray, chemical tray, and spotting gun;spotting brushes; spatula; chamois and towels;cheesecloth and blotters; magnifying glass; soapsolution containers; and spotting bottles andagents.

Main Spotting Board

The main spotting board is the spotter’sworktable. (See fig. 6-15.) It is shaped like an

43.93

Figure 6-15.-Spotter using the spotter board.

6-22

ironing board to provide large and small workspaces for articles of different sizes. The boardis usually a combination of a smooth area anda perforated or screened area. The smooth surfaceis hard and usually made of glass, marble, orMonel metal, all of which are resistant to alkaliesand acids. The smooth area is used for tampingand for applying spotting agents. The perforatedor screened area is used for flushing. Theperforated area must be taken apart and steam-cleaned each day to remove excess chemicals ordyes.

Sleeveboard

The sleeveboard is mounted about 6 inchesabove the level of the main spotting board. Thesleeveboard, like the main spotting board, alsohas a flushing and tamping area. The sleeveboardis attached to the main board by a movable armthat can be adjusted. This board is used whenworking out stains on sleeves and other smallareas. Clean the sleeveboard in the same manneras the main spotting board.

Garment Tray

The garment tray is under the main spottingboard, midway between the board and the floor.The tray must always be clean; otherwise, thegarment resting in it will be soiled.

Chemical Tray

All the basic spotting agents are placed on thechemical tray.

Spotting Gun

The spotting gun is used for removing spotsor stains from wool, silk, and synthetics. The gunis adjusted so that slight pressure on the steampedal provides steam and more pressure provideshot water or wet steam. If compressed air is pipedto the spotting board, it will come through thegun when the appropriate foot pedal is depressed.When vacuum is piped to the spotting board, itis controlled by a foot pedal. However, thevacuum is piped to the perforated area of theboard to dry and hold the garment in place whilespotting. The spotting gun must be held about 4inches above the garment. If the gun is held closerthan 4 inches from the fabric, the steam or airpressure at 70 to 80 pounds per square inch cancause permanent damage to the fabric. The

spotting gun should be held perpendicular whenblowing the chemicals or spots off a garment.Before using the spotting gun, point it toward thedeck and depress the steam pedal to remove excesscondensation. The spotting gun must be cleaneddaily and all chemicals removed from the nozzle.

Spotting Brushes

Spotting brushes help break up stains so thatspotting agents can penetrate into and around thestains. When the spotting brush is not being used,the bristles should be pointed downward to allowthe agents to drain from the bristles. The brushcan also be placed in the brush holder to obtainsimilar results. When the brushes are used fortamping, the bristles should hit the fabric flat toprevent damaging the fabric. Never brush or scrubthe spot.Spoting brushes usually come in two sizes(2-inch and 3-inch) and two colors (black andwhite) and are made of nylon bristles. The largebrush is used mainly on woolens and syntheticsbecause the bristles are spread far apart. The smallbrush has a close set of bristles and is effectiveon silk. The black-bristled brush is used for dry-side spotting and for dark-colored fabrics. Thewhite-bristled brush is used for wet-side spottingand light-colored fabrics. After a brush is usedon a garment, clean the brush with the spottinggun.

Spatula

The spatula is made of stainless steel, bone,or ivory and is about 1 inch wide and 5 incheslong. The spatula is usually pointed on one endand rounded at the other end and is used tomanipulate chemicals, soften the stain, and to getbetter penetration. The pointed end should notbe used because it will dig into the fabric anddistort it. The rounded end should be used forbetter results. After each use the spatula shouldbe cleaned.

Chamois and Towels

A thick, heavy chamois is used for absorbingwater and spotting solutions as they are removedfrom fabrics. The chamois should be spreadsmoothly over the portion of the spotting boardbeing used. A medium-weight Turkish towelserves the same purpose.chemicals, particularlyprevents pitting of the

By absorbing cleaningacids, the absorbentspotting board. Keep

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chamois cloths or Turkish towels available for thispurpose.

Cheesecloth and Blotters

Cheesecloth, because it is soft and absorbent,is used in spotting or feathering out—picking upall the moisture around a spot just removed. Thisprevents rings from forming. Chamois, becauseof its heavy texture, is not good for feathering out.

You can use blotters for absorbing materialsrinsed from the garment. You can also use themto test the resistance of dyes in fabrics to cleaningchemicals and/or spotting agents. Put a smallportion of fabric on a blotter and apply thechemical or spotting agent. The amount ofcoloring matter dissolved by the chemical andabsorbed by the blotter indicates the effect of thechemical on the dye.

Magnifying Glass

When in doubt about the substance thatcaused a spot or stain, a spotter may examine itunder a magnifying glass. Although an inex-perienced spotter may get few results with amagnifying glass at first, through practice thespotter will learn to identify various substancesas they appear when magnified.

The magnifying glass is used to observe theweave and imperfections of the fabric and todetermine if a discoloration on the garment is aspot or damaged fibers. It helps to determine thekind of spot or stain and to observe the actionof the spotting chemical. The glass can also beused to determine whether a spot has a stainingsubstance or whether the spot has a chafed areawith loss of dye. The magnifying glass will helpyou determine if the stained area is too weak tostand treatment and if a spot on a synthetic fabricwas caused by heat damage.

Soap Solution Containers

Usually each spotting board has two con-tainers to hold soap solutions. The containersshould be cleaned daily.

Spotting Bottles and Agents

Spotting bottles and chemical agents are heldin a tray at the right end of the spotting board.Dropper bottles with ground glass stoppers andrubber bulk pipettes are preferred. These typesof bottles control the chemicals and conserve

materials. However, on board ship, squeeze-typecontainers with a dropper top have been foundto be more convenient and satisfactory from thestandpoint of handling and breakage. Thechemical agents commonly used to remove spotsand stains are listed in table 6-3. Theircharacteristics and uses are given, and also theprecautions you should take with them.

IDENTIFYING SPOTS AND STAINS

Once you have learned the basic uses of theequipment, tools, and chemical agents, you mustbe able to determine what the spot or stain isbefore you try to remove it. Through experienceas a spotter, you will be able to easily identifyspots and stains. Until you learn, you must becareful because if you try to remove a spot or stainbefore properly identifying it you may damage theclothing by using the wrong chemical or spottingtechnique. Listed below are several ways toidentify a spot:

Sight—Sight is the most important and thequickest way to identify a spot or stain. Is the spotbuilt up, built up and absorbed, or absorbed andvisible on the back side? What is its shape? Isit dull or shiny, smooth- or rough-surfaced,or is it rugged with uneven edges? What isthe color?

Feeling—Is the spot hard, soft, sticky, orbrittle? Does it become white when scratched?

Odor—Sometimes the odor is so prominentthat positive identification of the spot or stain ispossible without the use of other guides.Sometimes a drop of water or a feather of steamis required to intensify the odor so you canpositively identify what it is.

Location—Food spots are usually found onthe front of the garment and on the underside ofcuffs and sleeves. Perspiration stains are foundunder arms, across the back and shoulders, knees,and the seat of trousers. Leg makeup, mud,and shoe polish are found on the lower partof the skirt and coats or legs and cuffs oftrousers.

Solvent test—Solvent tests are used todetermine whether the spot or stain should beremoved by water or dry solvent. If theappearance indicates the spot or stain was spread

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Table 6-3.—Chemicals Used in Spotting

Name

Acetic acid,28% . . . . . . . . . . .

Acetone . . . . . . . . . .

Ammonia . . . . . . . .

Amyl acetate . . . . .

Amyl alcohol . . . . .

Benzaldehyde . . . . .

Digestiveagents . . . . . . . . .

Hydrochloricacid . . . . . . . . . . .

Hydrogenperoxide( 3 % ) . . . . . . .

Oxalic acid . . . . . . .

Potassiumiodide . . . . . . . . .

Characteristics

Clear, colorless liquid,pungent odor

Colorless, volatile liquidwith agreeable odor;flammable

C o l o r l e s s I i q u i d o fwater and dissolvedammonia gas; evapo-rates

Colorless liquid withbanana odor; flam-mable

Clear, colorless liquid;flammable

Colorless, fragrant,volatile liquid

White or yellow powder

Clear, colorless or slightlyyellow, pungent liquid

Clear, colorless liquid

Powder

White crystalline orpowdered substance

Uses

To neutralize alkalis;to restore color; asgeneral spotting agent

Solvent for stains fromoils, resins, paints,varnishes, and nailpolishes

To neutralize acids; torestore color

Solvent for paint, lac-quer, nail polish

Solvent for formalde-hyde resins

Removes blacking, hairdye, and some typesof shoe polish

Convert albumins,starches, and sugarsinto s impler com-pounds which can beremoved

Diluted, to remove dyeand ink stains, andmetallic soap stains

Spot bleaching; and smallareas, on spottingboard

Removes rust

R e m o v a l o f silvernitrate and other silverstains

Precautions

Bleeds basic dyes.

Dissolves cellulose ace-tate and some basicdyes.

Bleeds acid dyes andsome direct dyes; atfull strength, yellowswhite silk or wool.

C h e m i c a l l y p u r e i sharmless; commercialor technical grademay damage celluloseacetate.

Harmless to all fabrics;b leeds some bas icdyes.

Affects cellulose acetate;bleeds some basic dyes

Safe on all fabrics anddyes unaffected bywater.

Concentrated, it injuresall fabrics and bleedsbasic dyes.

Safe in dilute form.

Poison.

Safe on all fabrics anddyes. Should be rinsedwell

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Table 6-3.—Chemicals Used in Spotting—Continued

Name Characteristics Uses Precautions

Sodium chloride White , powdered or Helps to remove blood Safe on all fabrics ifCommon salt . . . granular substance and fruit stains properly rinsed. Has

setting action on directdyes

Sodium Clear, colorless, o r Bleach for vegetable and Discolors animal fibers.hypochlorite . . . . slightly yellow liquid synthetic fibers; to Strong solutions will

remove blood, blue injure vegetable fibers.stains, grass stains, Follow treatment withindelible pencil, mildew a sour.and molds, medicine,and perspiration stains

Sodium Whitish, slightly opaque, To remove iodine stains Safe on all fabrics andthiosulfate. . . . . . crystalline substance dyes if rinsed well after

using.

1, 1, 1-Trichloro- Colorless, nonflammable General spotting agent Safe on all fabrics. Ifethane (Methyl liquid for oil and grease stains warm, may bleed cel-chloroform) . . . . lulose acetate dyes.

by oil, solvent may remove the spot or stain. An indicates the presence of tannin. Wine and berryink spot may be tested as follows:

Add a drop of water to the ink spot. If theink bleeds easily, it is considered to be watersoluble.

Add a drop of ammonia to the spot. Morecolor should bleed from the spot.

Add a drop of acetic acid to the spot. Ifno more color bleeds, then remove the ink spotby a water and ammonia process of bleeding andflushing until spot is completely removed.

If water does not bleed the ink spot, adddry solvent. If the ink bleeds, then the ink spotis ball-point, marking, Mimeograph, or printingink, which must be removed on the dry side.Continue bleeding and flushing until spot isremoved.

Chemical tests—Litmus paper indicates thepresence of acid or alkali. Tannin can bediscovered by applying a drop of ammonia to aspot or stain and noting whether the color turnstan or brown. The change to tan or brown

stains are distinguished from ink stains by adischarge of color. The color of wine and berrystains will change from blue to red and back toblue with alternate applications of ammonia andacid.

METHODS USED IN SPOTTING

The spotter removes spots and stains by usingone or more of four following methods:

Solution

Emulsification

Chemical action

Mechanical action

SOLUTION

A solution is a mixture of two substances, thesolvent and the solute. A solution occurs whenthe solute is dissolved in the solvent. The mostcommon way to remove soils and spots from

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Table 6-4.—Spot and Stain Removal Chart

GROUP NO. 1—Albuminous and Simple Food Stains

Spot Appearance Removal Steps

Step No. 1(l) Food . . . . . . . . . . . . . Built up, dark, turns white (A) Dampen area with water or steam.

when scratched (B) Apply neutral lubricant or protein typeagent.

(2) Starches . . . . . . . . . . Built up (C) Tamp with brush, flush with water orsteam.

(3) Perspiration . . . . . . . AbsorbedStep No. 2

(4) Blood . . . . . . . . . . . . Dull, absorbed, reddish (A) Dampen area with water or steam.brown (B) Apply ammonia (WHITE MATERIAL

ONLY).(5) Mud . . . . . . . . . . . . . Dull, absorbed (C) Tamp with brush, flush with water

or steam.(6) Discharge . . . . . . . . . Absorbed, built up, dark

or white Step No. 3(A) Dampen area with water or steam.

(7) Glue . . . . . . . . . . . . . Built up (B) Apply wet spotter.(C) Tamp with brush, flush with water or

(8) Ice Cream . . . . . . . . Dull, absorbed steam.

(9) Sweets . . . . . . . . . . . . Built up, dark to Step No. 4white (A) Dampen area with water or steam.

(B) Apply digest powder.(C) Leave digester on stain for at least

15 min.(D) Flush with water or steam.

fabrics is to dissolve them in solvents. In washing, called emulsifiers. In dry cleaning, emulsifiers arewater is the chief solvent, while in dry cleaning,perchloroethylene is the chief solvent. Mostsubstances will dissolve in either solventmentioned above; however, many will not. Thesesubstances can be removed using appropriatechemicals. Table 6-4 is a spot and stain removalchart that lists different types of spots and stainsand the steps and procedures for removing them.The chemicals used in spot removal will mix withthe substance to loosen it so it may be rinsed away.Any clothing articles that are spotted after thewash or dry-cleaning cycle will have to be sentthrough the cycle again to rinse away anychemicals still remaining in the article. This shouldbe done before you dry or press the material.

EMULSIFICATION

Any substances that help the solvent inremoving stains such as soap or detergent are

already part of the dry-cleaning solvent; however,in regular washing, emulsifiers should be addedto the solvent (water) to assist it in efficient stainremoval.

CHEMICAL ACTION

In chemical action, two or more substancescombine to produce one or more totally newsubstances. These new substances are normallyvery soluble and can be rinsed away easily. A goodexample of this is when you use an acid to removean alkaline spot or use an alkali, like ammoniaor sodium bicarbonate, to remove an acid spot.When you do this the two substances reactchemically to forma soluble salt that can be rinsedout of the fabric easily.

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Table 6-4.—Spot and Stain Removal Chart—Continued

GROUP NO. 2—Stains Containing Tannin.

Spot Appearance Removal Steps

Step No. 1(l) Coffee . . . . . . . . . . . . Dull, absorbed (A) Dampen the area with water.

(B) Apply neutral lubricant or tannin type(2) Tea . . . . . . . . . . . . . . Absorbed agent.

(C) Tamp with brush, flush with water or(3) Liquor . . . . . . . . . . . . Dull, absorbed steam.

(4) Beer . . . . . . . . . . . . . . Dull, absorbed, ring around Step No. 2the outside (A) Dampen area with water.

(B) Apply neutral lubricant and 28% acetic(5) Soft Absorbed acid.

drinks . . . . . . . . . . (C) Tamp with brush, flush with water orsteam.

(6) Fruit Dull, absorbedjuices . . . . . . . . . . . Step No. 3

(A) Dampen the area with cold water.(7) Medicine . . . . . . . . . . Absorbed (B) Apply the general formula.

(C) Tamp with brush, flush with cold water(8) Grass . . . . . . . . . . . . . Smeared, dull absorbed only.

Step No. 4(A) Dampen the area with water or steam.(B) Apply rust remover.(C) Never allow rust remover to come into

contact with spotting board.(D) Flush with water or steam.

Step No. 5(A) Dampen the area with water or steam.(B) Apply digest powder.(C) Allow digester to remain on stain for at

least 15 min.(D) Flush with water or steam.

Step No. 6(A) Dampen the area with water or steam.(B) Spot bleach (Oxidizing).(C) Flush with water or steam.

Chemicals must always be used very carefully Mechanical action in spotting is done by using abecause of the danger that they will affect the dye brush, spatula, sponge, or spray gun to work aor damage the fibers. Note that in several cleansing agent into the fabric. The importantinstances in table 6-4, it is recommended that other thing to remember about all mechanical action ismethods be tried first and the chemicals used only that it tends to wear or damage the fabric. Neverfor persistent stains. use more force than is necessary and continue the

MECHANICAL ACTION action only as long as necessary. Consider howthe various fibers react to mechanical action (for

Mechanical action is the simplest method of instance, felting of wool) and avoid actionsspot removal and an aid to all other methods. that will injure them. The spatula particularly

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Table 6-4.—Spot and Stain Removal Chart—Continued

GROUP NO. 3—3 Miscellaneous Stains—Dye, Ink (Wet and Dry), and Rust.

Stain Appearance Removal Steps

Step No. 1(1) Ink Absorbed (A) Dampen area with water.

(nonpermanent). . . . (B) Apply rust remover or oil base typeagent.

(2) Ink Absorbed (C) Flush area with water or steam,(permanent) . . . . . . .

Step No. 2(3) Dye stains . . . . . . . . Absorbed (A) Dampen area with water

(B) Apply neutral lubricant and acetic acidor oil base type agent.

(C) Absorb ink with a blotter.(D) Flush area with water or steam.

Step No. 3(A) Dampen area with cold water.(B) Apply general formula.(C) Tamp with brush.(D) Flush out with water or steam.

Step No. 4(A) Dampen area with water.(B) Apply neutral lubricant and ammonia.(C) Absorb with a blotter.(D) Flush area with water or steam.(E) Dry area completely.(F) Bleach (reducing).

Step No. 1(4) Rust . . . . . . . . . . . . . . Absorbed, reddish color (A) Flush area with water or steam.

(B) Apply rust remover.(C) Flush area with water or steam.

can cause damage to fabric when not used 2. Always examine the spot first andproperly. try, if possible, to determine what substance

caused it. This procedure was discussed ear-lier.

STAIN REMOVAL SAFETYPRECAUTIONS 3. Always make sure the solvent you are

treating the spot with will not affect the garment.As with any job there are certain precautions This is done by doing a preliminary test in a

you should use when removing stains. They hidden portion of the garment as we discussedinclude the following: earlier.

1. Stain removal should take place under the 4. CAUTION: Never use chlorine bleach orbest possible light conditions and with adequate alkalies on any material containing silk, wool, orventilation. any other animal fiber.

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5. If you are spotting rayon articles, nevertreat them with organic solvents unless resistanceto the treatment is known by a preliminary teston an unexposed portion of the garment.

6. When using chemical agents always allowample time for the agent to start to act on a spotbefore trying to remove it.

7. When you use the spatula to help thecleaning formula to penetrate the spot, be careful.Rub the spatula back and forth across the spotusing short smooth strokes without applying toomuch pressure. This will prevent damage to thefabric.

8. Always use the proper spotting brush aswe discussed earlier. The spotting brush shouldbe used in the same manner as the spatula toprevent damage to the fabric.

9. Avoid excessive friction when treating silkor rayon fabrics. Where some friction is necessary,it is recommended you use the wrong side of thegarment.

10. Do not use the spatula on silk or syntheticfabrics. The pressure you can apply on it withoutcausing damage to the fabric will be insufficientto do any good.

11. When you remove spots and stains fromdelicate fabrics, you should place the stainedportion of the garment over a pad of clean clothor a white blotter and apply the cleaning solutionwith a squeeze bottle, a medicine dropper, or acleaning sponge may also be used. Allow sufficienttime for the cleaning solution to penetrate, butremove it as soon as possible to prevent damage.

12. All chemical agents used in spotting mustbe rinsed from the fabric thoroughly before youdry or press the fabric.

SPOTTING FORMULAS

Spotting agents are normally available in theShip’s Store Contract Bulletin. Ample supplies ofspotting agents should be obtained before yourship deploys overseas or leaves port for anextended period of time. The spotting formulaslisted in table 6-5 are the ones generally used forremoving spots and stains for the purposeindicated. They are included in this chapter foryour information and should be used whensatisfactory commercial products are notavailable. All ingredients of these formulas aregenerally available aboard ship.

Table 6-5.—Spotting Formulas

Formula Chemical Composition When Used

General Amyl acetate . . . . . . . . . . . 1 part Used with water to remove ink, tannin,Formula . . . . . . . . Glacial acetic berry, lipstick, and dyestuff stains, or

acid 99% . . . . . . . . . . . . . ½ part stains that contain dyestuff. Safe onLactic acid . . . . . . . . . . . . . 1 part all fabrics when cold, but not on allOxalic acid crystals dyestuffs.

(by weight) . . . . . . . . . . . ½ partSynthetic

methanol . . . . . . . . . . . . . 1 part

Paint Chloropicrin . . . . . . . . . . . . Good for removing all kinds of paintremover . . . . . . . . (Use as prescribed by and similar substances.

the manufacturer) Evaporates completely.

Prespotting Ammonia (26%) . . . . . . . . ½ part Used on paint, oil, tar, road oil, andsoap . . . . . . . . . . . Hexalin . . . . . . . . . . . . . . . . 2 parts asphalt to prevent SETTING during

Oleic acid . . . . . . . . . . . . . . 3 parts the dry-cleaning process. Blood andWater (distilled). . . . . . . . . 1½ parts tannin stains should be removed by

(Can use plain water.) water before you dry clean.

Wet spotters . . . . . . Acetone . . . . . . . . . . . . . . . . 1 part Wet and dry solvents are used toCastile soap . . . . . . . . . . . . 6 parts remove soil, paint oils, and greases.Chloroform . . . . . . . . . . . . 1 part For very severe stains, or large areas,Ethyl acetate . . . . . . . . . . . 1 part DO NOT USE wet spotters.Synthetic

methanol . . . . . . . . . . . . . 1 partWater . . . . . . . . . . . . . . . . . . 1 part

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APPENDIX I

GLOSSARY

ACCOUNTABILITY—The personal obliga-tion on the part of the ship’s store officer to renderan accounting of ship’s store property and funds.

ACCOUNTABLE OFFICER—The ship’sstore officer.

ACCOUNTING PERIOD—Any period forwhich returns must be submitted. It is normallya 4-month period ending 31 January, 31 May, and30 September.

ACETIC ACID—A general spotting agentused to neutralize alkalies, restore colors thathave been damaged by alkalies, and test somedyes.

ACETONE—A general spotting agent usedfor such stains as oils, resins, paints, varnishes,and nail polish.

ACTIVE PHASE—A phase in the life cycleof bacteria when they grow and reproduce. Thisnormally happens in the barbershop whensanitation requirements are not met.

AIR PRESSURE SWITCH—A safety deviceon the washer extractor that will not allow themachine to operate on less than 50 pounds of airpressure for the wash cycle and 80 pounds of airpressure for extract.

AMMONIA—A colorless, water soluble,volatile liquid alkali with a pungent odor used inspotting and wet cleaning.

A M U S E M E N T M A C H I N E S — L e a s e dvending machines that provide the ship’s crewwith a variety of amusing games for 25 cents aplay.

AMYL NITRATE—A clear, colorless,volatile liquid used chiefly on lacquer stains suchas fingernail polish.

APPOINTMENT SYSTEM—A system ofscheduling haircuts in the afloat barbershop wherethe ship’s barber posts an appointment list outsidethe barbershop the day before the haircut is tobe received. Crew members then sign their namenext to the desired time and show up for theirhaircut at that time the next day.

ASSEMBLY BIN—A bin used in the ship’slaundry to assemble finished laundry.

AUTOMATIC BRAKE—A safety deviceinstalled on the washer extractor that engagesduring power loss or emergency stop.

AUTOMATIC SUPPLY BINS— Supply binslocated on the washer extractor that allow laundrysupplies to be automatically injected intothe washer shell at a time set on the programchart.

BACTERIA—One-cell microorganismscommonly referred to as germs and found nearlyeverywhere.

BARBERSHOP INSTRUCTIONS—Instruc-tions used to assist barbershop personnel inperforming their duties.

BASE EXCHANGE—The process of soften-ing hard water when the compounds of calciumand magnesium in the water are exchanged forcompounds of sodium that do not cause hardness.

BASIC STOCK ITEMS—Items listed in thecurrent Consolidated Afloat Requisitioning GuideOverseas (CARGO), NAVSUP Pub 4998, chapterII. These items are considered the most popularand essential items of ship’s store stock and shouldbe stocked at all times.

BATHS—The washing process during whichsoil is loosened from the fabric, suspended in thewater, and rinsed away. There are five baths in

AI-1

a wash cycle: the break suds, flush suds, two rinsebaths, and the sour bath.

BENZALDEHYDE—A general spottingagent used to remove black ink, hair dye, andsome types of shoe polish.

BREAKBACK—A transfer of an item froma sales outlet back to the bulk storeroom.

BREAKOUT—A transfer of material fromthe bulk storeroom to a sales outlet or serviceactivity.

BUCK—The worktable of the laundry presswhere items are pressed.

BULK LOTS— All divisional laundry,flatwork (bed linens, tablecloths, and so forth),and service lots (foodservice personnel, barbers,hospital corpsmen, and so forth).

BULK SALE—A sale made at cost toan activity authorized to buy in this man-ner.

BULK SALESROOM—A separate cash salesunit established in a bulk storeroom from whichbulk sales are made.

BULK STOREROOM—A main storagefacility for all or part of the stock in a ship’s storeoperation. No sales are made from a bulkstoreroom.

BULK STOREROOM CUSTODIAN—Aperson in charge of a bulk storeroom. In separateresponsibility operations, the custodian isresponsible for the stock by quantity on individualstock records.

CALCIUM—A silver-white, soft metallicelement that forms a compound with chlo-rides and sulfates to make hardness inwater.

CASH COLLECTION AGENT—An officeror enlisted person designated in writing by theship’s store officer to collect and deposit cash withthe disbursing officer for cash received from salesin the ship’s store.

CENTRIFUGAL FORCE—The force exertedagainst clothes in a washer extractor to force outsolvent or water.

CHAMOIS—Heavy cloth used to absorbwater and spotting solutions as they are removedfrom the fabric.

CHEESECLOTH—Soft, absorbent clothused in spotting or feathering out; it picks up allmoisture around a spot just removed.

CHEMICAL ACTION—An action used inspotting to remove stains by mixing two ormore substances together on the fabric toproduce one or more totally new substancesthat are very soluble and can be rinsed awayeasily.

CHEMICAL AGENTS—Chemicals com-monly used to remove spots and stains.

CHEMICAL DISINFECTANTS—Germi-tidal solutions, sprays, or substances thateliminate or render inactive the bacteria found onbarbering instruments.

CHEMICAL SOLUBLE SOILS—Soils thatare soluble or readily dissolvable in chemicalsolvents, but are usually not soluble in water andmay require special treatment.

CHT TANKS—Collection, holding, andtransfer tanks are installed aboard ship for thepurpose of handling waste water until furthertransfer ashore or at sea.

C L A S S I F I C A T I O N — T h e p r o c e s s o fseparating laundry for washing according to color,type of fabric, and degree of soil.

CLOTHING ITEMS—Standard Navy cloth-ing items.

COIL BOX—Housing for the steam coilslocated in the top portion of the tumbler dryer.

COLOR TRANSFERENCE—The transfer ofthe color of one fabric onto other fabrics duringthe wash cycle.

COMBINED RESPONSIBILITY OPERA-TION—A ship’s store operation in which oneperson is responsible for both a sales outlet andthe bulk storeroom that supplies that outlet.

COMBUSTIBLE TEMPERATURE—Theactual temperature at which a liquid will begin toburn.

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COMPOSITE RECREATION FUND—Afund in which a ship without a ship’s store sharesin the profits of the supporting ship’s store. Forexample, an SSN/SSBN supported by an ASreceives a share of the ship’s store profits fromthe AS to be used as the SSN/SSBN’s recreationfund.

CONSTANTS—Data maintained in a centralfile in the ROM system that is used repetitivelyto produce various reports and forms.

COOL-DOWN CYCLE—The final portion ofthe actual drying cycle; the cool-down timer onthe tumbler dryer is set for 10 minutes, thedampers are moved to the cool position, and thedryer load is cooled down to approximately120°F.

COST ITEM—An item of ship’s store stockcarried for ultimate issue as cost of operations andcost of sales.

COST OF OPERATIONS ISSUE—An ex-penditure of stock for ultimate consumption ina ship’s store activity.

COST OF OPERATIONS ITEMS—Costitems carried for ultimate issue to ship’s storeactivities and for which cash is not ultimatelyreceived.

COST OF SALES ITEMS—Cost itemscarried for issue to a sales outlet. Cash isultimately received for cost of sales items. Theydiffer from retail items in that further processingis required before sale.

COST PRICE—The price at which an itemis received from the supplier. Standard Navyclothing is sold and issued at cost price.Cost of operations items are issued at costprice.

COTTON—A soft, white fibrous substancewith a cellulose base that is used to make cottonfabrics.

CUSTODIAN (RESPONSIBLE CUSTO-DIAN)—A person held responsible for theoperation of a sales outlet and strict custody ofthe material used in it.

CUSTODY—Responsibility for proper care,storage, use, and records of Navy material.

CYLINDER—Part of the washer extractorthat has three pockets to hold clothes and isperforated to allow water and suds in the bottomof the shell to enter and clean clothes during thewash cycle.

CYLINDER DOOR—Door that allows thelaundry person access to each pocket in thecylinder.

DACRON—A synthetic fiber.

DAILY RECORD OF VENDING MACHINEDRINKS—Locally developed form placed on theinside of each vending machine that lists the date,flavor, and amount of sodas placed in the machinewhen it is refilled.

DAMP BOX—A box used to stow trousersand shirts and keep them damp while they arewaiting to be pressed.

DAMPERS— Dampers that regulate thetemperature of the air coming into the tumblerdryer.

DELIVERY TABLE—Table that catches allmaterial discharged from the flatwork ironer.

DEODORIZING CYCLE—Last cycle of thedry-cleaning process where the clothes in the dry-cleaning machine are treated with a stream offresh air to strip away any remaining odor orsolvent vapor.

DEPARTMENT CODE—A code by whichship’s store merchandise is identified bycategories; listed in appendix B of the ROM TUG.

DETERGENT/OXYGEN BLEACH—A mix-ture used for laundering cotton, synthetic, andblended clothing items in either fresh water orseawater. Commonly referred to as two-shotdetergent.

DISTILLATION—The process in which usedor impure solvent that contains an excessiveamount of impurities is heated to approximately250°F and vaporized. The impurities, mostlysolvent, soluble, nonvolatile, boil at a muchhigher temperature; thus as the solvent is boiledoff, the impurities are left behind where theyremain in the bottom of the still in the dry-cleaning unit. The solvent vapors, now free ofimpurities, run over cold pipes to lower their

AI-3

temperature rapidly and return them to a liquidstate where they reenter the wash cycle.

DIVISIONAL LAUNDRY BAGS—Largenylon bags used for pickup and delivery ofdivisional laundry and other bulk lots.

DIVISIONAL LAUNDRY PETTY OFFI-CER—Petty officers assigned by their respectivedivisions whom the laundry supervisor can contactfor delivery or pickup of bulk divisional laundryor for resolving any other problems concerningthe laundry.

DIVISIONAL SCHEDULE—A system ofscheduling appointments in the barbershop wherea definite number of hours are set aside forpersonnel in a particular division to receivehaircuts.

DRAWSTRING—Device used to tighten thepress cover onto the buck of the laundry press.

DRUM CONTROL DISK— A disk that theprogram chart is attached to on the inside of theprogrammer. The drum control disk can beoperated automatically or you can turn itmanually to set it on a particular operation onthe program chart.

DRY BULB THERMOMETER—A mercury-in-glass or alcohol-in-glass thermometer whosebulb is kept dry and shielded from radiation; usedto record temperatures in the ship’s laundry.

DRY CLEANING—The process of im-mersing soiled and stained garments in dry-cleaning solvent to clean them.

DRY-CLEANING STANDARDS—Theamount of dry-cleaning work that the dry-cleaningactivity can normally be expected to accomplishin a given period of time.

DRY-CLEANING TAGS—Premarked tagsthat come with the dry-cleaning list used to tageach article contained in an individual lot.

DRY-CLEANING WORK LOG—A writtenrecord used to log dry-cleaning articles in andout.

DUNNAGE—Material such as lumber orburlap used in storing material to provideprotection to both the material and the ship.

DUTY SUPPLY OFFICER—An officer orsenior petty officer representing the supplydepartment after normal working hours.

EQUIPMENT CAPABILITIES—The outputcapabilities of a piece of equipment in a givenperiod of time based on equipment capacity andtime required to complete a cycle.

EQUIPMENT MAINTENANCE LOG—Alog used to record historical repair data on eachpiece of laundry equipment.

EXHAUST DUCT—A rectangular or circularenclosure where air is sucked through by a largefan motor and discharged to the outer part of theship.

EXHAUST FAN—Fan used to remove airfrom the basket of the tumbler dryer and forceit out through the exhaust duct.

EXPENDITURE—Removal of stock fromthe accountability of a ship’s store officer.

E X P E N D I T U R E D O C U M E N T — A n ydocument that is assigned an expenditure serialnumber.

EXTRACT MOTOR—Motor on the washerextractor that spins the cylinder around duringextract.

FEATHER OUT—A spotting term referringto the process of gradually dispersing moisturefrom the center of the stain outward to preventleaving water circles or sizing rings.

FEED RIBBON DRIVE ROLL—A devicethat turns the feed ribbons on the flatwork ironer.

FEED RIBBONS—Devices used to feedflatwork into the flatwork ironer.

FINGER GUARD—Safety device on theflatwork ironer that prevents the hands of theoperator from getting near the padded pressurerolls.

FINGERS—Devices located on the washerextractor inside the programmer. They energizethe various functions of the washer extractorduring the automatic mode. This is done whenthe fingers fall into the grooves that were cut outon the program chart. Once the finger does this

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and contacts the metal on the drum control disk,that particular operation is energized.

FISCAL YEAR—A 12-month period selectedfor government accounting purposes beginning on1 October and ending 30 September the followingcalendar year.

FLANNEL PADS—Pads used on the pressbuck to provide cushion and good pressingquality.

FLASH POINT—The lowest temperature atwhich the vapors of a liquid form an ignitablemixture with the air.

FLATWORK—Any items that can be safelyprocessed through the flatwork ironer can bereferred to as flatwork. The most common typesof flatwork are bed linens and tablecloths.

FOOT PEDAL—Pedal worked by the footthat engages the compression roll on the flatworkironer.

FRAUD—Any theft of funds or merchandiseor a change of official records by an accountableofficer or responsible individual in the ship’s storeoperation.

FRICTION MATERIAL—6- inch-widematerial that is wound around the feed ribbonroll; it has a rough surface so the feed ribbonswill catch properly on the drive roll and be drivenproperly.

FUNCTION—A particular process in theROM system that affects the ship’s store records.

FUNDS— A sum of money or other resourcesestablished for a specific purpose usually withoutfiscal year limitations.

GARMENT TRAY—Tray used to holdclothing while removing a spot or stain on thespotting board.

GENERAL INFECTION—Infection thatoccurs when bacteria enters into the blood-stream.

GOOD BARBER ETHICS—Rules andstandards of conduct and practice in thebarbershop that will reflect well on the customersserved.

GROOMING STANDARDS— Standards setforth by U.S. Navy Regulations regarding theappearance of naval personnel.

GROUP SALE—A sale of merchandise toa group in which several individual orders havebeen consolidated. A group sale is madewhen individual sales to personnel cannot bemade.

HANDWHEEL—A device used to open andsecure the shell door to the washer extractor.

HARD WATER—Water that contains anappreciable amount of salt; it cannot be used towash clothes because it renders the detergentuseless for washing.

HAZARDOUS SUBSTANCE— Any sub-stance or mixture of substances that is toxic,corrosive, irritating, flammable, a strongoxidizer, a strong sanitizer, or that generatespressure through decomposition, heat, or othermeans.

HEAD—The top portion of the laundry pressthat is brought down against the fabric on thebuck of the press during operation.

HEAD PRESSURE—The pressure exerted bythe head against the buck of the press when it isin the lowered position.

HEAT STRESS—A combination of airtemperature, thermal radiation, humidity,airflow, and workload that may stress thebody as it tries to regulate body tempera-ture.

HEAT STRESS LOG—Record of tempera-tures in the laundry.

HEAT STRESS SURVEY—A surveyconducted by the medical officer using the wetbulb and globe temperature (WBGT) meter todetermine whether a space is safe for humanbeings to work in.

HEATSTROKE—A condition marked bycessation of sweating, extremely high bodytemperature, and collapse that results fromprolonged exposure to high heat.

HUMIDITY—The degree of wetness in theatmosphere.

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—

HYDROFLUORIC ACID—A compoundcommonly referred to as rust remover, it is acolorless, volatile, fuming, corrosive acid used toremoved rust and tannin stains from clothing.

HYDROGEN PEROXIDE—A mild liquidoxidizing bleach used chiefly for removal oforganic stains such as bloodstains.

INACTIVE PHASE—A phase within the lifecycle of bacteria during which they are not activeor reproducing but are not dead either. Insteadof remaining active or dying, the bacteria arerendered helpless while the area in which they arelocated is kept sanitized. The bacteria survive byforming a tough outer shell and are not affectedby disinfectants, heat, or cold. Once the area isnot sanitized or conditions become favorableagain, these inactive cells become active andreproduce again.

INCINERATOR—A furnace or containerused to burn waste materials.

INDIVIDUAL LOTS—Lots of laundryincluding officer and chief petty officer personalclothing normally delivered to the laundry in netbags.

INSOLUBLE SOILS—Soils such as earth,concrete, dust, sand, carbon, ashes, lint, hair, andso forth. These types of soil are insoluble in wateror chemical solvents. Most insoluble soils aredispersed during the wash cycle and completeremoval is difficult because these soils mayredeposit on the clothes, causing a gray look onthe fabric.

INTERLOCK SWITCH—Switch thatprevents the wash motor of the washer extractorfrom activating while the outer shell door isopen.

INTRASTORE TRANSFER—A movementof material from the responsibility of one salesoutlet operator to that of another.

INVENTORY—The process of identifying,counting, and evaluating all stock on hand at aspecific time.

INVENTORY TEAM—A team normallyconsisting of two persons; one person counts whilethe other records those counts on the InventoryCount Sheet, NAVSUP Form 238.

ISSUE—An expenditure of stock for somefurther purpose. Issues reduce accountability.

JOG SWITCH—A switch that is depressedsimultaneously with the reverse or forward switchon the washer extractor to rotate the cylinder ofthe washer to the proper position for loading orunloading.

LAUNDRY BASKETS—Baskets used totransport clothing from one work station in theship’s laundry to another.

LAUNDRY MARK—Mark placed on cloth-ing for identification purposes. The mark includesthe first letter of the individual’s last name plusthe last four numbers of the individual’s socialsecurity number.

LAUNDRY SHIFT—A period normally last-ing 8 hours with 3 shifts per day. Normally donein shipboard laundries that require operation pastnormal working hours to complete the laundry.

LAUNDRY SUMMARY SHEET—A recordused to summarize what the laundry accomplishedduring a weekly period; includes pounds washed,pieces pressed, and supplies usage data.

LAUNDRY WORKFLOW—Routing laundryfrom one work station to another for the purposeof efficient production.

LAYOUT SKETCH—Sketch of each salesoutlet and bulk storeroom prepared by the ship’sstore officer including each bin, shelf, showcase,and so forth, in each space identified by a number.

LINT SCREEN—A rectangular-shaped screenthat catches lint and dirt; located in the lowerportion of the tumbler dryer; referred to as theprimary lint trap.

LINT TRAP BAGS—Fine mesh bagsavailable through the Ship’s Store ContractBulletin; used normally on secondary lint trapsto catch lint and dirt before they enter the exhaustduct from the tumbler dryer.

LINT TRAPDOOR—A door that providesaccess to the lint screen; located on the lower partof the tumbler dryer.

LOAD LIMITS—The maximum amount ofclothes in pounds that may be placed in a pieceof equipment based on manufacturer’srecommendation and washing formulas.

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LOCAL INFECTION—An infection of theskin or scalp indicated by a boil or pimplecontaining pus.

MAGNIFYING GLASS—Used to identifysubstances by magnification.

MAIN SPOTTING BOARD— A worktableconsisting of a smooth area used for tamping andapplying spotting agents and a perforated areaused for flushing.

MANUAL MODE—An equipment modeduring which the equipment is operated withoutthe use of automatic devices.

MANUFACTURE DATE—The date aparticular item of stock was manufactured;indicated on the container of the item as amanufacturer’s code. These codes are currentlycontained in NAVRESSO INST 4067.4.

MANUFACTURED ITEMS—Items thatrequire further processing in the snack bar suchas popcorn.

MARKDOWN—A voluntary reduction in theselling price of an item. There are three types ofmarkdowns: markdowns below cost, markdownsto zero, and retail markdowns.

MARKDOWN BELOW COST—A voluntaryreduction in the selling price of an item below itsoriginal cost price.

MARKDOWN TO COST—A type of retailmarkdown in which the selling price of an itemis reduced so that it is equal to its cost price.

MARKDOWN TO ZERO—An expenditureof stock through a price change that reduces thevalue of the item to zero.

MARKON—Any voluntary increase in theestablished selling price of an item.

MARKUP—The difference between the costprice and selling price of a retail item.

MECHANICAL ACTION—The force that isapplied as an expedient in the removal of soil fromfabrics in the laundry.

METALLIC INSTRUMENTS—Barberingequipment that is made of metal.

MONETARY—A term used in the ship’s storeoperation referring to money.

NONMETALLIC INSTRUMENTS—Barber-ing equipment that is not made of metal.

NONPATHOGENIC BACTERIA—Bacteriathat do not cause disease.

NSA—Navy Stock Account is the inventoryof supplies purchased from the Navy Stock Fundthat have not yet been expended to end use.

NSF—The Navy Stock Fund is a revolvingfund that finances the purchase or manufactureof supplies and services that are to be taken upin the Navy Stock Account (NSA).

ORLON ACRYLIC—A synthetic f iberchemically composed of acrylonitrile.

OVERRING—An incorrect higher price foran item rung up on a cash register.

OXALIC ACID—A poison powder used toremove rust from clothing.

PADDED ROLLS—The rolls on the flatworkironer that smooth and flatten fabrics to theheated cylinders.

PARAFFINED CLOTH—A cloth saturatedwith wax for use in waxing the flatwork ironer.

PATHOGENIC BACTERIA—Bacteria thatattack plant or human tissue and cause disease.

PERFORATED BASKET—The rotatingbasket within the tumbler dryer.

PERMANENT HARDNESS—That character-istic of water that contains calcium andmagnesium chlorides unaffected by boiling.

POOR BARBER ETHICS—Bad rules andstandards for conduct and practice in thebarbershop that reflect poorly on the waycustomers feel about the barbershop.

POSITIONING INTERLOCK SWITCH—Safety device that eliminates the possibility ofhaving the washer motor activate while the outershell door is open.

POTASSIUM IODIDE—A white crystallineor powdered substance used for removing silvernitrate and other silver stains.

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PRECONDITIONING—Preparing heavyitems to be pressed by drying them slightly in thetumbler dryer to make pressing easier.

PRESPOTTING—Examining and treatingspots or stains before the fabric is cleaned.

PRESS COVER—The top portion of the buckthat covers the buck, flannel pads, and steel woolpad; it is fastened using the drawstring and presscover springs that are attached underneath thebuck.

PRESS DECK LOG—A record used to logpress deck laundry in and out; press deck laundryincludes officer and chief petty officer lots.

PRESS HEAD MITTS—Mitts used to preventlaundry personnel from being burned whilecleaning press heads.

PRESS UNIT—Two or more presses groupedtogether.

PRESSURE GAUGES—Gauges found in thelaundry that indicate such things as steam and airpressure on different pieces of equipment. Thesegauges are checked to be sure the equipment isoperated within the appropriate limits.

PRICE MANIPULATION—A change in theprice of an item of ship’s store stock by unlawfulmeans to one’s own advantage.

PRIMARY LINT TRAPS—Traps located inthe front of the tumbler dryer inside the lower linttrapdoor; they prevent lint and dirt from enteringthe secondary lint trap and exhaust ducting.

PROCUREMENT—The act of obtainingsupplies or services.

PROCUREMENT DOCUMENT—Adocument used to obtain supplies or services thatis assigned either a purchase order or requisitionserial number.

PROFIT—The amount of money remainingafter all expenses and costs have been paid.

PROGRAM CHART—A chart attached tothe drum control disk of the programmer that iscut to conform with the Navy wash formula soit can be used during the automatic operation ofthe washer extractor.

PROGRAMMER—A mechanism thatcontrols all manual and automatic operations ofthe washer extractor.

PURCHASE ORDER—An order for materialthat also establishes a one-time contract. An itemordered from the Ship’s Store Afloat Catalog isprocured via a purchase order.

RECEIPT—The acceptance of the quantityand quality of material for accountabilitypurposes.

RECEIPT INSPECTOR—An officer orenlisted person given the authority to receive,identify, and inspect incoming ship’s store stock.This authority is given in writing by the ship’sstore officer.

RECORDSKEEPER—A person in charge ofkeeping ship’s store records.

REFUND—Cash given back to a customer inexchange for merchandise that was previouslybought from a sales activity.

REQUISITION—An order for material froma government source; for example, other supplyofficers, another ship’s store, or a shore supplysupport activity.

RESALE ACTIVITY—A sales outlet.

RESALE OPERATIONS MANAGEMENTSYSTEM—A microcomputer-based recordskeep-ing system used to assist ship’s store personnel inadministering the requisition, management, andcontrol of the ship’s store inventory andin producing resale operations reports andreturns.

RESPONSIBILITY—The obligation toexercise care, custody, and protection of ship’sstore money and materials.

RETAIL ITEM—Any item sold in its originalform in exchange for cash.

RETAIL MARKDOWN—A voluntary pricereduction in the retail price of an item to a priceabove or equal to its original cost price.

RETAIL PRICE—The price at which an itemother than standard Navy clothing and cost ofoperations items is sold or issued.

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RETAIL STORE—A sales outlet where retailitems are sold.

RETAIL STORE OPERATOR—The personin charge of a retail store. For combinedresponsibility operations, it also refers to thecustodian of a retail store and bulk storeroom whoprovides supplies for that store.

RETURN RIBBONS—A mechanism thatholds flatwork in contact with the heated cylinderof the flatwork ironer until the flatwork isdischarged.

S A F E T Y P R E C A U T I O N S — A c t s o rmeasures that must be carried out to preventinjury to operators.

SALE—Any expenditure of stock for whichcash is received. Accountability is unchanged bya sale.

SALES OUTLETS—Retail stores, vendingmachines, amusement machines, and standardNavy clothing stores.

SECONDARY LINT TRAPS—Traps used tohelp in cutting down the buildup of lint in theducting from which the exhaust air enters fromthe tumbler dryer.

SEPARATE RESPONSIBILITY OPERA-TION—An operation in which two or morepersons are responsible for the operation of a salesactivity and the bulk storeroom that supplies thatactivity.

SERVICE ACTIVITY—A ship’s store facilitythat renders a service. The barbershop, laundry,dry-cleaning plant, and tailor shop are serviceactivities.

SERVICE LOTS—Clothing of cooks,foodservice attendants, barbers, hospitalcorpsmen, and snack bar personnel.

SERVICE-TYPE SHIPS—Surface shipsthat provide services to other ships or sub-marines.

SHELL—Outer part of the washer extractorthat holds the water and cleaning ingredients.

SHIP’S STORE—The sales outlets and serviceactivities on board a ship.

SHIP’S STORE AFLOAT CATALOG—Catalog containing luxury and semiluxury items.It is published and maintained by NAVRESSO.

SHIP’S STORE CONTRACT BULLETIN—Catalog containing basic staple-type itemsrequired to support the needs of the crew. It ispublished and maintained by NAVRESSO.

SHIP’S STORE OFFICER—The officer incharge of the ship’s store operation aboard a ship.The ship’s store officer is the accountable officer.

SIGNAL ALARM—An alarm on the washerextractor that warns the operator when a load iscompleted when the automatic mode is used.

SINGLE OPERATOR STATION—Twoutility presses and one pants topper press.

SLEEVEBOARD—Smaller board attached tothe main spotting board used when working stainson sleeves and other small areas.

SNACK BAR—A sales outlet where icecream, drinks, and retail snack items such ascandy and cookies are sold.

SNACK BAR OPERATOR—The person incharge of the snack bar.

SODIUM HYPOCHLORITE—Spottingagent used on vegetable and synthetic fibers toremove blood, glue stains, grass stains, indeliblepencil, mildew and molds, medicine, andperspiration stains.

SODIUM THIOSULFATE—Spotting agentused to remove iodine stains.

SOFT WATER—Water that has not pickedup salts from the earth, or water that has had thesesubstances removed or neutralized.

SOLVENT TEST—Test used to determinewhether a spot or stain should be removed bywater or dry solvent.

SOURING—The process of neutralizing thealkalinity in a garment by using one of the mildacids or acid salts; used on the last rinse cycle ofthe washing formula in the laundry.

SPATULA—A knifelike implement made ofbone or plastic used to increase the penetration

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or to spread out thick spotting agents and softenthe stain.

SPECIAL ORDER—The procurement andsale of a retail item to a specified individual whohas ordered the item. The item is sold througha retail store but is not carried as stock.

SPECIAL SOILS—Soils that are insoluble ineither water or laundry chemicals. They must beremoved partially or entirely using spottingoperations.

SPOT—Mark on clothing caused by foods,blood, grease, or other substances.

SPOTTER—A person who actually does thespotting.

SPOTTING—A specialized art in which a spotor stain is identified and removed using the properchemical agent without damaging or affecting theclothing.

SPOTTING BRUSHES—Used to help breakup stains so the spotting agents can penetrate intoand around the stains.

SPOTTING GUN—Used for removing spotsor stains from wool, silk, and synthetics.

SPRAY GUNS—Used on the press deck in thelaundry to dampen shirts or trousers that havegotten dry so they can be pressed properly.

STAIN—The setting of a spot on material orclothing.

STANDARD NAVY CLOTHING ITEMS—Items authorized in the Navy Standard ClothingPrice List for Men and Women, NAVRESSO Pub90.

STANDARD PRICE—The price at which anitem of standard Navy clothing is bought and sold.

STARCHING—The process of adding sizingto clothing to give it stiffness.

STAY TIME—The maximum permissibleexposure duration that a person may stay in a heatstress environment before being removed to acool, dry recovery environment.

S T E A M A I R F I N I S H E R — P i e c e o fequipment used in dry-cleaning activities to finish

coats, overcoats, peacoats, and foul weatherjackets.

SUIT WRAPPER—Plastic wrapper used tocover all pressed or finished articles to keep themfree of dirt or dust and to keep them together.

SUPPLY DOOR—Door located on the sideof the washer extractor used to add suppliesmanually to the washer extractor.

SURVEY—An expenditure of stock forimmediate disposal. Surveys reduceaccountability.

SUSPENSION—The solution in which solidsare finely dispersed and held in suspension byliquid or solid, as soil is held in suspension bysoaps.

TEMPERATURE CONTROL—Control onthe program chart that regulates the temperatureof the water according to what is set on thethermostat.

TENSION SPRINGS—Used to secure thepress head cover to the head of the press.

THERAPEUTIC PRACTICES—The treat-ment of disease or disorders by remedial agentsor methods. These types of practices areprohibited in the barbershop.

THERMOSTAT—The device that controlsthe desired temperature in the washer extractor.This thermostat can control the high temperaturesetting for washing and the low temperaturesetting for sour.

TRANSFER—The movement of stock fromthe accountability of one ship’s store officer tothat of another.

TROUSER GUARD—A tubular or flattenedpiece of cardboard affixed to a clothes hanger toprevent lines from being imprinted on trousersafter they have been hung up.

UNDERRING—Occurs when a price lowerthan the selling price of an item is rung up on thecash register.

UNIT IDENTIFICATION CODE—Asymbol assigned by the Comptroller of the Navyto ships, aircraft units, stations, and other

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activities or units for the purpose of identification and arrangement of stock, lighting, and signingon all accounting documents and reports. help increase salability.

VENDING MACHINE—A sales outlet where WASHING FORMULA—A standard ,canned or cup-type drinks, candy, cookies, prescribed procedure established for washingcigarettes, and other retail items are sold. certain types of clothing.

VENDING MACHINE CUSTODIAN—The WATER SOLUBLE SOILS—Soils such asperson in charge of the vending machineoperation.

sugar, starch, gums, salt, flavoring agents, andso forth, that are removed during the normal

VIBRATION SWITCH—A safety device that laundering process.

is installed to automatically stop incorrectlyloaded machines during extract. WET STERILIZER—A receptacle used in

the barbershop to sanitize nonmetallic instru-VISUAL MERCHANDISING—The display ments by immersing them in a disinfectant solu-

of merchandise in ship’s store activities. Rotation tion.

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APPENDIX II

STANDARDS OF CONDUCT

This appendix was developed using theinformation already in appendix E of NAVSUPP-487 on the standards of conduct. The materialwas developed into a training format to make iteasier for you to read and understand. AppendixE of NAVSUP P-487 was developed to emphasizethe requirement that all ship’s store personneladhere to the standards of conduct contained inDOD Directive 5500.7 and SECNAVINST5370.2. This appendix is not intended to replaceor modify the above instructions or material.

DEPARTMENT OF DEFENSESTANDARDS OF CONDUCT

The Department of Defense (DOD) standardsof conduct describes the relationship betweenship’s store personnel and vendors. All ship’s storepersonnel must observe the highest ethicalstandards when dealing with vendors. In all areasof the ship’s store operation, equal treatment mustbe given to all vendors and suppliers. Ship’s storepersonnel should be aware that it is strictlyforbidden to accept gratuities, gifts, prizes, andso forth, from vendors or to give preferentialtreatment to vendors in regard to procurement,distribution, stocking, display, or resale of theirproducts.

As a Ship’s Serviceman, you must understandthat your actions and the decisions you make areclosely watched by people in and out of thegovernment. Even though a conflict of interestdoes not exist in your dealings, you must avoideven the appearance of such a conflict existing inthe public’s eyes. For example, being hospitableto a friend may be inappropriate if the friend isa contractor’s representative and the contractoris involved in an official matter with yourcommand or an official matter that is expectedto arise on which you may have to make adecision. This is an example of conflict of interestbecause your decision on this official matter maybe swayed by your friendship with the contractor’srepresentative.

SHIP’S STORE POLICY

Ship’s store policy is firm and to the point.Any ship’s store personnel who solicit, accept, oragree to accept gratuities in any form fromvendors or suppliers or anyone else who deals withthe ship’s store either directly or indirectly issubject to disciplinary action or, in some cases,criminal prosecution.

Ship’s store personnel will also not givepreferential treatment to vendors, suppliers, oranyone else in any area including procurement,distribution, stocking, display, or resale ofproducts under any circumstances.

ACTIONS BY NAVRESSO

NAVRESSO has advised all Ship’s StoreAfloat Catalog vendors and all contractors of thepolicy and prohibitions. NAVRESSO preparedand developed various signs for display in theship’s store to advise and remind all personnel andvendors of the policy. The ship’s store officermust make sure these signs are posted in the ship’sstore office and any other appropriate area forobservance by all ship’s store personnel andvendors. Semiannually, the ship’s store officermust review DOD standards of conduct with allship’s store personnel and remind local vendorsand suppliers of these policies.

SECNAVINST 5370.2

SECNAVINST 5370.2 implements and sup-plements DOD Directive 5500.7 of 15 Jan 1977regarding the standards of conduct of personnelin the Department of Defense. This instructionprescribes required standards of ethical conductgoverning all personnel of the Department of theNavy; related requirements that apply to allpersonnel in understanding and executing thestandards of conduct; and responsibilitiesand procedures for monitoring and enforcing

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compliance with the standards of conduct andrelated requirements within the Department of theNavy.

The contents of this instruction apply to allnaval personnel and, when applicable, to retirednaval personnel and members of the Reservecomponents. Noncompliance with this instructionmay result in disciplinary or punitive action.Appropriate administrative measures must betaken to prevent and correct noncompliance tothis instruction in a timely manner.

You should become familiar with thefollowing terms because they are mentioned oftenduring our discussion.

Naval personnel—All civilian officers andemployees and all active duty military personnelof the Department of the Navy, including specialgovernment employees and personnel ofnonappropriated fund instrumentalities.

Gratuity—Any gift, favor, entertainment,hospitality, transportation, loan, any othertangible item, and any intangible benefit; forexample, discounts, passes, and promotionalvendor training given or extended to, or on behalfof, naval personnel or their spouses, minorchildren, or households, for which a fair marketvalue is not paid by the recipient or the U.S.Government.

Appropriate Supervisor—Superior within thechain of command who knows the duties of thenaval personnel concerned and can best determinewhether a conflict of interest exists for suchpersonnel. This person will ordinarily be theimmediate superior of the person concerned. Eachcommanding officer and department head shouldmake sure all personnel know who theirappropriate supervisor is.

POLICIES GOVERNING THECONDUCT OF NAVAL PERSONNEL

Naval personnel must become familiar withthe range of their authority and the limitationsplaced on them concerning activities for whichthey have responsibility. To do this, they mustdirect their attention to the prohibitions that applyto the conduct of naval personnel.

Naval personnel are prohibited from makingor recommending any expenditures of funds ortaking or recommending any action that is knownto be a violation of U.S. laws, Executiveorders, or applicable directives, instructions, or

regulations. If you are in doubt whether yourproposed actions or decisions comply to the termsof regulation or law, you should consult legalcounsel or, if appropriate, a standards ofconduct counselor or deputy counselor tomake sure your actions or decisions are theproper and lawful conduct of Navy programs andactivities.

Conduct Prejudicial to theGovernment

Conduct that is prejudicial to the governmenttends to injure or impair the attitude of the publictoward the government. Whether specificallyprohibited or not in this instruction, you shouldavoid any action that may be prejudicial to thegovernment. Conduct prejudicial to the govern-ment might result in or reasonably be expectedto create the appearance of the following:

Using public office for private gains

Giving preferential treatment to any personor entity

Impeding government efficiency oreconomy

Losing complete independence orimpartiality

Making a government decision outsideofficial channels

Adversely affecting the confidence of thepublic in the integrity of the government

Personal Judgment

As stated earlier, all naval personnel mustadhere strictly to the standards of conduct andrelated requirements. In some instances, standardsare imposed that require you to exercise your ownpersonal judgment. You must consider each ofthese instances carefully and prepare to accountfor the manner in which you judged the situation.This is particularly important in a situation thatinvolves acceptance of hospitality or favorsfrom anotherseeking to doDefense.

person or entity who do or arebusiness with the Department of

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Dealing with Business and IndustryRepresentatives

No matter where you work or what positionyou hold, sooner or later you will deal withbusiness or industrial representatives. You mustremember when doing so that you are representingthe government in these business dealings, andyou must make sure that while you handle them,you observe the highest ethical standards.Practices that may be acceptable in the businessworld may not be acceptable for naval personnel.Avoid placing yourself in the position in whicha conflict of interest might arise or be suspected.Such a conflict of interest may arise or appear toarise when you accept gratuities or engage in anyactivity that would influence or reasonably beinterpreted as influencing the strict impartialitythat must be maintained in all businessrelationships involving the government. Whenthese business relations become personal, itbecomes difficult for you to maintain theimpartiality required in your relations withbusiness or industrial representatives. You shouldat all times make sure any person doing businessor attempting to do business with the DOD, orrepresenting such entities, does not try to gainfavor or favorable acceptance from you. Youshould deny any offers for special treatment fromsuch persons; follow the rule of strict impartialitywhen dealing with such persons in an officialcapacity. When you accept gratuities or favorsfrom those who have or seek business dealingswith the DOD, it may result in embarrassment tothe department and to the naval personnelinvolved. It may also affect your judgment as therecipient and impair the judgment of the publicon the way the government handles its businessdealings. It must be stressed that prohibitedconflicts and apparent conflicts of interest maysometimes arise even with relationships andtransactions that the personnel involved mayperceive as unimportant. When in doubt aboutthe propriety of accepting gratuities, attendingfunctions, or accepting other invitations of ahospitable nature, you must refrain.

Preferential Treatment

In all your business dealings with otherindividuals or firms, special treatment must notbe given unless equivalent treatment is also givento other individuals or firms who are justifiablyentitled to such treatment.

ACQUIRING CONFLICTINGFINANCIAL INTERESTS

Naval personnel must avoid acquiring orretaining financial interest that would disqualifythem from performing their duties or responsibili-ties. The following are some of the more likelysituations in which conflicts of interest mightarise. Naval personnel have government duties orresponsibilities related to business entities—

with which they, their spouse, their minorchildren, or household members are associatedwith employees, officers, owners, directors,members, trustees, partners, advisors, orconsultants;

with which they, their spouse, minorchildren, or household members are negotiatingor have arrangements for prospectiveemployment; and

in which they, their spouse, minorchildren, or household members have interestthrough ownership of stocks, bonds, securities,or other financial arrangements, such as trusts,or through participation in pension or retirementplans.

Membership in Associations

Naval personnel who are members or officersof nongovernmental associations or organizationsmust avoid activities on behalf of the associationor organization that are incompatible with theirofficial government positions. SECNAVINST5760.4 sets policy for the Department of the Navyregarding participation by naval activities andnaval personnel in the activities of privateassociations.

Equal Opportunity

Naval personnel should scrupulously adhereto the DOD program of equal opportunityregardless of race, color, religion, sex, age, ornational origin, according to equal opportunitydirectives.

Reporting Suspected Violations

Naval personnel who have information thatcauses them to believe someone has violated thestandards of conduct should report suchinformation to their appropriate supervisor. The

AII-3

matter will then be brought to the attention ofthe person concerned for a possible resolutionwithout further command action unless thecommand determines that such communicationis not likely to resolve the problem or willadversely affect a proper investigation of thematter.

Resolving Violations

The resolution of standards of conductviolations must be accomplished promptly by oneor more measures, such as divestiture ofconflicting interests, disqualification for particularassignments, changes in assigned duties,termination, or other appropriate action, asprovided by statute or administrative procedures.Disciplinary actions must be taken according toestablished personnel procedures.

REGULATIONS GOVERNING THECONDUCT OF NAVAL PERSONNEL

As a Ship’s Serviceman, you must be familiarwith the regulations concerning your everydayconduct. In this section we will discuss theregulations governing the conduct of all navalpersonnel.

Affiliations and Financial Interest

Naval personnel must not engage in anypersonal, business, or professional activity norreceive nor retain any direct or indirect financialinterest that places them in a position of conflictbetween their private interests and the publicinterests of the United States related to the dutiesor responsibilities of their official positions. Forthe purpose of this prohibition, the privateinterests of a spouse, minor child, and anyhousehold member are treated as private interestsof the naval personnel.

Unless otherwise expressly authorized byaction taken under 18 USC 208(b), all navalpersonnel who have or acquire an affiliation ora financial interest that creates a conflict orappearance of a conflict with their official dutiesmust report the possible disqualifying interest tothe appropriate supervisor who will resolve thematter according to SECNAVINST 5370.2. If itis determined that the individual should bedisqualified from participation in any officialactivities that are related to the conflicting interest,a formal disqualification notice must be sent tothe concerned individual’s appropriate supervisor

and immediate subordinates. If the individualcannot adequately perform his or her officialduties after such disqualification, he or she mustdiscontinue such involvement or be removed fromthat position.

Naval personnel need not disqualify themselvesunder this section for holding shares of a widelyheld diversified mutual fund or regulatedinvestment company. Such holdings are exemptedas being too remote or inconsequential to affectthe integrity of the services of governmentpersonnel.

Using Inside Information

Naval personnel must not use, directly orindirectly, inside information to further a privategain for themselves or others if that informationis not generally available to the public and wasobtained by reason of their DOD positions.

Using Naval Positions

Naval personnel must not use their officialpositions to induce, restrain, dominate, or in anymanner unlawfully influence any person,including subordinates, to provide any benefit,financial or otherwise, to themselves or others.

Dealing with Present and FormerMilitary and Civilian Personnel

Naval personnel must not knowingly deal onbehalf of the government with present or formergovernment personnel, military or civilian, whoseparticipation in the transaction would be inviolation of a statute, regulation, or policy setforth in SECNAVINST 5370.2. While allapplicable prohibitions are within the prohibitionsof this paragraph, attention is directed to theprohibition on retired Regular officers selling tothe government through the department in whichthey hold a retired status, 18 USC 281; theprohibition on former personnel acting as anagent or attorney for anyone other than theUnited States in connection with claims againstthe government, 18 USC 207; and the prohibitionon paying appropriated funds to retired Regularofficers who are selling to certain governmentagencies, 37 USC 801(c).

Commercial Soliciting by NavalPersonnel

To eliminate the appearance of coercion,intimidation, or pressure from rank, grade, or

AII-4

position, full-time naval personnel, except specialgovernment employees and Reserve enlistedpersonnel on active duty for training, areprohibited from making personal commercialsolicitations or sales to DOD personnel who arejunior in rank or grade, at anytime, on or offduty.

This limitation includes, but is not limited to,the solicitation and sale of insurance, stocks,mutual funds, real estate, and any othercommodities, goods, or services. This prohibitiondoes not apply to the one-time sale by anindividual of his or her own property or privatelyowned dwelling, or to the off-duty employmentof naval personnel as employees in retail storesor other situations not including solicited sales.

In regard to solicitation by civilian personnel,the limitation applies only to solicitation ofpersonnel under the supervision, at any level, ofthe solicitor.

Assignment of Reserve Personnelfor Training

Naval personnel who are responsible forassigning Reserves for training must not assignthem to duties in which they will obtaininformation that could be used by them or theirprivate sector employers to gain unfair advantageover civilian competitors.

Gratuities

Except as discussed later in this section, navalpersonnel and their spouses, minor children, andmembers of their households must not solicit,accept, or agree to accept any gratuity forthemselves, members of their families, or others,either directly or indirectly from, or on behalf of,a defense contractor. A defense contractor is aperson or other entity that fulfills one or moreof the following criteria:

Is engaged in or seeks business or financialrelations of any sort with any DOD component

Conducts operations or activities that areeither regulated by a DOD component orsignificantly affected by DOD decisions

Has interests that may be substantiallyaffected by the performance of the official dutiesof DOD personnel

This general prohibition does not apply to thesituations below:

(1) The continued participation in employeewelfare or benefit plans of a former employeewhen permitted by law and approved by theappropriate standards of conduct.

(2) The acceptance of unsolicited advertisingor promotional items that are less than $5 in retailvalue.

(3) Trophies, entertainment, prizes, orawards for public service or achievement or givenin games or contests that are clearly open to thepublic or that are officially approved for navalpersonnel participation.

(4) Things available to the public (such asuniversity scholarships covered by DOD Directive1322.6 and free exhibitions by Defense contractorsat public trade fairs).

(5) Discounts or concessions extendedthroughout the Navy and Marine Corps that arerealistically available to all naval personnel.

(6) Participation by naval personnel in civicand community activities when the involvementof Defense contractors is remote from the businesspurposes of any contractor who is sponsoring,supporting, or participating in the activity (forexample, participation in a little league orCombined Federal Campaign luncheon that issubsidized by a Defense contractor).

(7) Social activities engaged in by officers incommand and other naval officials, or theirrepresentatives, with local civil leaders as part ofcommunity relations programs of the Departmentof the Navy according to SECNAVINST 5720.44.

(8) The participation of naval personnel inwidely attended gatherings of mutual interest togovernment and industry, sponsored or hosted byindustrial, technical, and professional associations(not by individual contractors), provided that theyhave been approved according to DOD Instruc-tion 5410.20.

(9) Situations in which participation by navalpersonnel at public ceremonial activities of mutualinterest to industry or local communities and theDepartment of the Navy serves the interest of thegovernment and acceptance of the invitation isapproved by the commanding officer or otherhead of the activity to which the invited personnelare attached.

(10) Contractor-provided transportation,meals, or overnight accommodations in con-nection with official business when arrangementsfor government or commercial transportation,meals, or accommodations are clearly impractical

AII-5

and the individual reports the circumstances inwriting to his or her appropriate supervisor assoon as possible.

(11) Attendance at promotional vendortraining sessions when the vendor’s productsor systems are provided under contract toDOD and the training is to facilitate theuse of those products or systems by navalpersonnel.

(12) Attendance or participation of navalpersonnel in gatherings, including social eventssuch as receptions, that are hosted by foreigngovernments or international organizations,provided that the acceptance of the invitation isapproved by the commanding officer or otherhead of the activity to which the invitee is attachedor, when there is doubt as to the propriety ofacceptance, by h igher author i ty . (SeeSECNAVINST 1650.1 for further informa-tion pertaining to gifts from foreign govern-ments.)

(13) Customary exchanges of gratuitiesbetween naval personnel and their friends andrelatives or the friends and relatives of theirspouses, minor children, or members of theirhousehold where the circumstances make it clearthat it is that relationship rather than the businessof the persons concerned that is the motivatingfactor for the gratuity and where it is clear thatthe gratuity is not paid for by any entity.

(14) Situations in which, in the soundjudgment of the individual concerned or his orher superior, the government’s interest will beserved by naval personnel participating inactivities otherwise prohibited. In any such case,a written report of the circumstances must bemade by the individual or his or her appropriatesupervisor in advance of acceptance or, when anadvance report is not possible, within 48 hoursafter acceptance, to the appropriate supervisor,if he or she is not otherwise aware of theacceptance, and to the appropriate standards ofconduct counselor or deputy counselor.

Naval personnel who receive gratuities, orhave gratuities received for them in circumstancesnot in conformance with the standards of thissection, must promptly report the circumstancesto the appropriate supervisor for a determinationas to the proper disposition. The appropriatesupervisor must consult with the standards ofconduct counselor or deputy counselor.Procedures with respect to recruit officer trainingcommand (ROTC) staff members are set forth inDOD Directive 1215.8.

AII-6

Receipts in Connection with OfficialTravel

The acceptance o f accommodat ions ,subsistence, or services, furnished in kind, inconnection with official travel from sources otherthan those prohibited from our previousdiscussion is authorized only when the individualis to be a speaker, panelist, project officer, orother bona fide participant in the activity attendedand when such attendance and acceptance isauthorized by the order-issuing authority as beingin the overall government interest.

Except as noted above, naval personnel maynot accept personal reimbursement from anysource for expenses incident to official travel,unless authorized by their commanding officer orthe head of their activity, consistent with guidanceby the appropriate standards of conduct counselor(pursuant to 5 USC 4111 or other authority).Rather, reimbursement must be made to thegovernment by check payable to the Treasurer ofthe United States. Personnel will be reimbursedby the government according to regulationsrelated to reimbursement. In no case may navalpersonnel accept reimbursement, either in kindor in cash, that is extravagant or excessive innature.

When accommodations, subsistence, orservices in kind are furnished to naval personnelby nongovernment sources, appropriate deduc-tions must be reported and made in the travel perdiem, or other allowance payable.

Prohibitions of Contributions orPresents to Superiors

Naval personnel must not solicit a contributionfrom other DOD personnel for a gift to an officialsuperior, make a donation or a gift to an officialsuperior, or accept a gift from other DODpersonnel subordinate to themselves. Thisrequirement, however, does not prohibit gifts orcontributions of nominal value on specialoccasions, such as marriage, illness, transfer, orretirement, provided any gifts acquired with suchcontributions do not exceed a reasonable value.

Use of Government Facilities,Property, and Manpower

Naval personnel must not directly or indirectlyuse, take, dispose of, or allow the use, taking, ordisposing of, government property leased to thegovernment, for other than officially approved

purposes. Government facilities, property, andmanpower (such as stationery, stenographic andtyping assistance, Mimeograph, and chauffeurservices) must be used only for officialgovernment business. Naval personnel have apositive duty to protect and conserve governmentproperty. These provisions do not prevent the useof government facilities for approved activities infurtherance of naval community relations,provided they do not interfere with militarymissions or government business. SeeSECNAVINST 5720.44 for community relationsguidance.

Use of Civilian and Military Titlesor Position in Connection withCommercial Enterprise

All naval personnel, except special governmentemployees, are prohibited from using their grade,rank, title, or position in connection with anycommercial enterprise or in endorsing anycommercial product. This does not prevent authoridentification for materials published accordingto DOD procedures. A commercial enterprise isany entity that engages in activities that produceincome as defined in Int. Rev. Code of 195461,and that has not been exempted from payingincome taxes pursuant to Int. Rev. Code of 1954,501(a).

All retired military personnel and all membersof Reserve components, not on active duty, arepermitted to use their military titles in connectionwith commercial enterprises, provided that theyindicate their Inactive Reserve or Retired status.If, however, such use of military titles in any waycasts discredit on the Department of the Navyor the Department of Defense or gives theappearance of sponsorship, sanction, endorse-ment, or approval by the Department of the Navyor the Department of Defense, it is prohibited.In addition, commanders of overseas installationsmay further restrict the use of titles including useby retired military personnel and members ofReserve components, not on active duty, inoverseas areas.

Outside Employment of DODPersonnel

Naval personnel must not engage in outsideemployment or other outside activity, with orwithout compensation, that interferes with, or isnot compatible with, the performance of theirgovernment duties, that may reasonably be

AII-7

expected to bring discredit on the government orthe Department of the Navy, or is otherwiseinconsistent with the requirements of thisinstruction, including the requirements to avoidactions and situations that reasonably can beexpected to create the appearance of conflicts ofinterests.

Enlisted naval personnel on active duty maynot be ordered or authorized to leave their postto engage in a civilian pursuit, business, orprofessional activity if it interferes with thecustomary or regular employment of localcivilians in their art, trade, or profession.

Active duty Regular officers of the Navy andMarine Corps may not be employed by any personfurnishing naval supplies or war materials to theUnited States. If such an officer is so employed,his or her entitlement to pay ceases for so longas he or she is so employed.

Off-duty employment of military personnel byan entity involved in a strike is permissible if theperson was on the payroll of the entity before thebeginning of the strike and if the employment isotherwise in conformance with the provisions ofthis instruction. After a strike begins and whileit continues, no military personnel may acceptemployment by that involved entity at the strikelocation.

Naval personnel are encouraged to engage inteaching, lecturing, and writing. Naval personnel,however, must not, either for or without com-pensation, engage in activities that are depend-ent on information obtained as a result oftheir government employment, except when theinformation has been published or is generallyavailable to the public, or it will be made generallyavailable to the public and the official authorizedto release such information to the public giveswritten authorization for the use of nonpublicinformation on the basis that the use is in thepublic interest.

Civilian Presidential appointees in theDepartment of the Navy must not receivecompensation or anything of monetary value forany consultation, lecture, discussion, writing, orappearance, the subject matter of which is devotedsubstantially to naval responsibilities, programs,or operations or that draws substantially fromofficial material that has not become part of thebody of public information.

Gambling, Betting, and Lottery

While on government owned, leased, orcontrolled property, otherwise while on duty for

the government, naval personnel must not partici-pate in any gambling activity, including a lotteryor pool, a game for money or property, or thesale or purchase of a number slip or ticket. Theonly exceptions are for activities that have beenspecifically approved by the Secretary of theNavy.

Indebtedness

Naval personnel must pay their just financialobligations in a timely manner, particularly thoseimposed bylaws (such as federal, state, and localtaxes), so that their indebtedness does notadversely affect the government as their employer.The Department of the Navy is not required todetermine the validity or amount of disputeddebts.

RESPONSIBILITIES FOR ACTIONS

The basic responsibility for complying with therequirements of this instruction rests withindividual personnel concerned, but the primaryresponsibility for ensuring such compliance mustrest with officers exercising command or similarauthority over personnel. Each commandingofficer or head of a command, a bureau, anoffice, or an activity is specifically responsible forthe following actions:

Review applicable information containedin SECNAVINST 5370.2 to all naval personnelwithin his or her organization at least

semiannually, in a manner that will ensurefamiliarity and compliance with the pertinentprovisions of this instruction by all personnel.(This is a continuing requirement and is inaddition to the initial briefing required.)

Establish and execute the procedures andcontrols established in this instruction so that allnaval personnel within the organization who arerequired to file confidential statements ofaffiliations and financial interests (DD Form1555) do file them in a timely manner, andthat such statements are promptly and carefullyreviewed.

Make determinations pursuant toSECNAVINST 5370.2 and 18 USC 208(b) withrespect to disqualification of personnel within theorganization from performing duties in whichthey have conflicts or apparent conflicts ofinterests.

Make sure reservists detailed to performactive duty for training at the organization areassigned duties that will minimize the possibilitythat they may obtain information that could beused by them or their employers to gain an unfairadvantage over civilian competitors.

Receive and take prompt and appropriateaction on reports concerning acceptance ofgratuities or other violations of SECNAVINST5370.2 or related statutes by personnel within theorganization.

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APPENDIX III

REFERENCES

Chapter 1

Afloat Supply Procedures, NAVSUP P-485, Chapter 1, Revision 2, NavalSupply Systems Command, Washington, DC.

Retention Team Manual, Appendix F, Navy Enlisted Career Guide, Officeof the Chief of Naval Operations, Washington, DC.

Ships Store Afloat, NAVSUP P-487, Chapter 1, Revision 3, Naval SupplySystems Command, Washington, DC.

Ships Store Afloat Handbook, NAVRESSO Publication 17, Chapter 1,Parts 1 and 10, Navy Resale and Services Support Office, Staten Island,NY.

Terminal User’s Guide (TUG), Section 1, Navy Management SystemsSupport Office, Norfolk, VA.

Chapter 2

Manual of Naval Preventive Medicine, NAVMED P-5010, Chapter 1,Bureau of Medicine and Surgery, Washington, DC.

Merchandising and Stocking Guide for Ship’s Stores, NAVRESSOPublication 81, Navy Resale and Services Support Office, Staten Island,NY.

Ship Store Afloat, NAVSUP P487, Chapters 1,2,3, and 9 and AppendixD, Revision 3, Naval Supply Systems Command, Washington, DC.

Ships Store Afloat Handbook, NAVRESSO Publication 17, Chapter 1,Parts 2, 7, 8, 10, and 11 and Chapter 2, Part 3, Navy Resale and ServicesSupport Office, Staten Island, NY.

Chapter 3

Navy Safety Precautions For Forces Afloat, OPNAVINST 5100.19, Officeof the Chief of Naval Operations, Washington, DC.

Ships Store Afloat, NAVSUP P-487, Chapters 3, 5, 6, and 9, Revision3, Naval Supply Systems Command, Washington, DC.

Ships Store Afloat Handbook, NAVRESSO Publication 17, Chapter 1,Parts 2, 3, 9, and 10, Navy Resale and Services Support Office, StatenIsland, NY.

AIII-1

Storage and Materials Handling, DOD Instruction 4145.19-12-1,Department of Defense, Washington, DC.

Stowage of Ship’s Store Stock, NAVRESSO Instruction 4067.4, NavyResale and Services Support Office, Staten Island, NY.

Chapter 4

Manual of Naval Preventive Medicine, NAVMED P-5010, Chapter 2,Bureau of Medicine and Surgery, Washington, DC.

Ships Store Afloat, NAVSUP P-487, Chapter 2 and Appendix D, Revision3, Naval Supply Systems Command, Washington, DC.

Ships Store Afloat Handbook, NAVRESSO Publication 17, Chapter 2,Part 2, Navy Resale and Services Support Office, Staten Island, NY.

Chapter 5

Heat Stress, OPNAVINST 5100.20, Office of the Chief of NavalOperations, Washington, DC.

Laundering Chemicals, DOD Mil-STD-1485A, Department of Defense,Washington, DC.

Manual of Naval Preventive Medicine, NAVMED P-5010, Chapter 2,Bureau of Medicine and Surgery, Washington, DC.

Naval Ships’ Technical Manual (NSTM), NAVSEA S9086-V4-STM-000,Chapter 655, “Laundry,” Naval Sea Systems Command,Washington, DC.

Naval Ships’ Technical Manual (NSTM), NAVSEA S9086-WK-SIM-010,Chapter 670, “Stowage, Handling, and Disposal of Hazardous GeneralUse Materials,” Naval Sea Systems Command, Washington, DC.

Navy Safety Precautions For Forces Afloat, OPNAVINST 5100.19,Chapter 13, Office of the Chief of Naval Operations, Washington, DC.

Ships Store Afloat, NAVSUP P-487, Chapter 2 and Appendix D, Revision3, Naval Supply Systems Command, Washington, DC.

Ships Store Afloat Handbook, NAVRESSO Publication 17, Chapter 2,Part 1, Navy Resale and Services Support Office, Staten Island, NY.

Chapter 6

Heat Stress, OPNAVINST 5100.20, Office of the Chief of NavalOperations, Washington, DC.

Manual of Naval Preventive Medicine, NAVMED P-5010, Chapter 2,Bureau of Medicine and Surgery, Washington, DC.

Navy Safety Precautions For Forces Afloat, OPNAVINST 5100.19,Chapter 13, Office of the Chief of Naval Operations, Washington, DC.

AIII-2

Ships Store Afloat, NAVSUP P-487, Chapter 2 and Appendix D, Revision3, Naval Supply Systems Command, Washington, DC.

Ships Store Afloat Handbook, NAVRESSO Publication 17, Chapter 2,Part 1, Navy Resale and Services Support Office, Staten Island, NY.

AIII-3

INDEX

A C

Amusement machines, 2-32 to 2-33Automatic pants topper, 6-19 to 6-20

B

Barbershop service, 4-1 to 4-7barbershop sanitation, 4-4 to 4-5

bacteria, 4-4 to 4-5nonpathogenic bacteria, 4-5pathogenic bacteria, 4-5

bacterial infections, 4-5reproduction of bacteria, 4-5

barbershop space requirements, 4-3 to4-4

barbershop, the, 4-1 to 4-3barbershop instructions, 4-1 to 4-2

medical instructions, 4-2ship’s instructions, 4-2supply department instructions,

4-1 to 4-2barbershop personnel, 4-2 to 4-3

good barber ethics, 4-2poor barber ethics, 4-2 to 4-3

purpose of the barbershop, 4-1standards of service, 4-1

personal hygiene, 4-4sanitizing, 4-5 to 4-7

chemical disinfectants, 4-5 to 4-6cleaning and disinfecting instruments,

4-6disinfecting cabinet, 4-6quantity of equipment, 4-6sanitary practices, 4-6wet disinfectant, 4-6

scheduling appointments, 4-3appointment system, 4-3division schedule, 4-3

Bulk storeroom stowage, 3-1 to 3-9Bulk work and press deck logs, 5-3 to

5-4

Cash collections, 2-20 to 2-24Cash receipt book, 2-22 to 2-23Cash register malfunctions, 2-15Cash register record, 2-23 to 2-24Cash registers, 2-12 to 2-13Cash transactions, 2-13 to 2-20Chamois and towels, 6-23 to 6-24Change funds, 2-13Cheesecloth and blotters, 6-24Chemical disinfectants, 4-5 to 4-6Chemical soluble soils, 5-13Chemical tray, 6-23Claims for damaged or lost clothing,

5-56

D

Disinfecting cabinet, 4-6Display of merchandise, 2-7 to 2-10Dry-cleaning operation, 6-1 to 6-30

care and maintenance of the dry-cleaningmachine, 6-20

dry-cleaning equipment, 6-7 to 6-20assembling and issuing, 6-20automatic pants topper, 6-19 to

6-20dry-cleaning machine, 6-7 to 6-9dry-cleaning presses, 6-9press lays, 6-9 to 6-14

enlisted men’s jumpers, 6-14enlisted men’s trousers, 6-14trouser legs, 6-11trouser tops, 6-10 to 6-11uniform coats, 6-11 to 6-14

steam air finisher, 6-14 to 6-19controls and indicators, 6-16loading the steam air finisher,

6-17 to 6-19operation of the steam air

finisher, 6-16

INDEX-1

Dry-cleaning operation—Continueddry-cleaning personnel, 6-1dry-cleaning schedule, 6-1 to 6-3

adjusting the schedule, 6-3deadline for receipt, 6-2dry-cleaning equipment capabilities,

6-2dry-cleaning standards, 6-2group or class scheduling, 6-2 to 6-3types of services, 6-2

dry-cleaning security, 6-1dry-cleaning solvent, 6-4 to 6-7

first aid, 6-5 to 6-6eye contact, 6-6inhalation, 6-6skin contact, 6-6

health hazards, 6-5safe handling and use of dry-cleaning

solvent, 6-4 to 6-5stowage of the dry-cleaning solvent,

6-6 to 6-7maintenance of dry-cleaning presses, 6-20methods used in spotting, 6-26 to 6-30

chemical action, 6-27 to 6-28emulsification, 6-27mechanical action, 6-28 to 6-29solution, 6-26 to 6-27spotting formulas, 6-30stain removal safety precautions,

6-29 to 6-30receiving and identifying, 6-3 to 6-4

classifying, 6-4dry-cleaning list and tags, 6-3inspection, 6-3prespotting, 6-4

sanitation, 6-7spots and stains, 6-20 to 6-26

identifying spots and stains, 6-24 to6-26

spotter, the, 6-21 to 6-22spotting, 6-20 to 6-21spotting tools and equipment, 6-22 to

6-24chamois and towels, 6-23 to 6-24cheesecloth and blotters, 6-24chemical tray, 6-23garment tray, 6-23magnifying glass, 6-24main spotting board, 6-22 to 6-23sleeveboard, 6-23soap solution containers, 6-24spatula, 6-23spotting bottles and agents, 6-24spotting brushes, 6-23spotting gun, 6-23

F

Flatwork ironer, 5-38 to 5-42Fleet accounting and disbursing centers, 1-3Fleet assistance teams, 1-2 to 1-3

G

Garment tray, 6-23Glossary, AI-1 to AI-11

H

Handling cash from sales, 2-11 to 2-13Hazardous materials, 3-14Heat stress log, 5-4

I

Insoluble soils, 5-14Inventory, 2-25 to 2-26

LaundryLaundryLaundryLaundryLaundryLaundry

L

detergent, 5-15logs, 5-3 to 5-4personnel, 5-2 to 5-3pressing and finishing, 5-42 to 5-46schedules, 5-7 to 5-8security, 5-6

M

Magnifying glass, 6-24Main spotting board, 6-22 to 6-23Moneybags, 2-21

N

Naval Supply Systems Command, 1-2 to 1-3Navy Resale and Services Support Office, 1-2Navy Resale Program, 1-2Night depository safe, 2-21Nonpathogenic bacteria, 4-5

INDEX-2

O

Operation of the sales outlets, 2-1 to2-34

amusement machines, 2-32 to 2-33cash collections, 2-20 to 2-24

accounting for cash, 2-22 to 2-24cash receipt book, 2-22 to 2-23cash register record, 2-23 to 2-24

cash delivered by the sales outletoperator, 2-20 to 2-21

cash left in the cash registerovernight, 2-21

moneybags, 2-21night depository safe, 2-21

cash transactions, 2-13 to 2-20cash register malfunctions, 2-15overrings and underrings, 2-15 to

2-16personal and traveler’s checks, 2-13

to 2-14personal checks returned by the

bank, 2-16 to 2-18putting money in the register, 2-14refunds, 2-15special-type sales, 2-18 to 2-20

bulk sales, 2-18 to 2-19group sales, 2-18traveler’s checks, 2-19 to 2-20

taking the customer’s money, 2-142-15

display of merchandise, 2-7 to 2-10arranging displays, 2-9 to 2-10

decorations, 2-9 to 2-10equipment condition, 2-9fixtures, 2-9layout, 2-9location, 2-9signs, 2-9

attractive, 2-8correlated, 2-9easily seen, 2-8neatly arranged, 2-8quickly identified, 2-8readily accessible, 2-8

handling cash from sales, 2-11 to2-13

cash registers, 2-12 to 2-13cash register keys, 2-12 to 2-13cash register tapes, 2-13location of the register, 2-12

change funds, 2-13inventory, 2-25 to 2-26

restocking, 2-26storing for sea, 2-26

to

Operation of the sales outlets—Continuedoperation of the retail store, 2-5 to

2-7authorized customers, 2-5 to 2-6

foreign governments, 2-6merchant ships, 2-6official government organiza-

tions, 2-6other military activities, 2-6service-type ships, 2-6survivors of marine and aircraft

disasters, 2-6hours of operation, 2-6 to 2-7policy signs, 2-7

pricing policies, 2-10 to 2-11clothing, 2-10displaying prices, 2-11markdowns, 2-11mark-ons, 2-10markup, 2-10prices to other military activities,

2-11sanitation and cleanliness, 2-26security, 2-24 to 2-25

breakin to a ship’s store space,2-24

fraud, 2-24 to 2-25ship’s store, 2-1 to 2-5

accountability and responsibility, 2-2to 2-5

assigning responsibilities, 2-4letters of assignment, 2-4multiple sales outlet operators,

2-4 to 2-5separate and combined responsi-

bilities, 2-4establishing a ship’s store, 2-1 to

2-2precommissioned ships, 2-2unauthorized activites, 2-2

purpose of the ship’s store, 2-2snack bar, 2-33 to 2-34

cash collections, 2-33cost control, 2-33

operating goal, 2-33production records, 2-33

multiple operators, 2-34prices, 2-33retail snack bar items, 2-34sanitation of the snack bar, 2-34

vending machines, 2-26 to 2-32locked money boxes, 2-28

delivery by the vending machineoperator 2-28

optional procedures, 2-28

INDEX-3

.

Operation of the sales outlets—Continuedvending machines—Continued

servicing the vending machines, 2-30to 2-31

filling the vending machine, 2-30to 2-31

vending machine displays, 2-31vending machine cash collections,

2-27 to 2-28vending machine controls, 2-28 to 2-29

vending machines in combinedresponsibility operations, 2-29

vending machines in separateresponsibility operations, 2-28to 2-29

vending machine sanitation, 2-31 to2-32

Organization and security, 1-1 to 1-11Naval Supply Systems Command, 1-2 to

1-3fleet accounting and disbursing

centers, 1-3fleet assistance teams, 1-2 to 1-3fleet commander, 1-3Navy Resale and Services Support

Office, 1-2Navy Resale Program, 1-2type commander, 1-3

security, 1-6 to 1-11additional security, 1-11amusement machines, 1-10 to 1-11emergency entry procedures, 1-10 to

1-11group III space security, 1-8 to 1-10

duplicate keys, 1-9hinges and hasps, 1-9padlocks and combinations, 1-9sales windows and visible store-

rooms, 1-9 to 1-10security after working hours,

1-10working keys and dead bolt

locks, 1-8 to 1-9group IV space security, 1-11ROM system security, 1-8security of supply department spaces,

1-6 to 1-7security space groupings, 1-7 to 1-8

group I, 1-7 to 1-8group II, 1-8groups III and IV, 1-8

supply department office, 1-8vending machines, 1-10

money boxes, 1-10padlocks and keys, 1-10

Organization and security—Continuedsupply automation, 1-1supply department afloat, 1-3 to 1-5

organization of a large fleet ship, 1-5S-5 division, 1-5S-6 division, 1-5S-7 division, 1-5

supply department organization, 1-3to 1-5

S-1 division, 1-5S-2 division, 1-5S-3 division, 1-5S-4 division, 1-5supply officer, 1-4 to 1-5

supply system, the, 1-1Overrings and underrings, 2-15 to 2-16

P

Pathogenic bacteria, 4-5Pellerin Milnor washer extractor, operation

of, 5-27 to 5-31Personal and traveler’s checks, 2-13 to 2-20Personal hygiene, 4-4Press deck and bulk work logs, 5-3 to 5-4Press lays, 5-48 to 5-54, 6-9 to 6-14Presses, dry-cleaning, 6-9Pricing policies, 2-10 to 2-11

R

References, AIII-1 to AIII-3Refunds, 2-15Ribbon-type laundry marking machines, 5-12

to 5-13ROM system security, 1-8

S

Security, 1-6 to 1-11additional security, 1-11amusement machines, 1-10 to 1-11emergency entry procedures, 1-10 to

1-11group III space security, 1-8 to 1-10group IV space security, 1-11ROM system security, 1-8security of supply department spaces, 1-6

to 1-7security space groupings, 1-7 to 1-8supply department office, 1-8vending machines, 1-10

INDEX-4

Ship’s laundry, 5-1 to 5-56assembly and issue, 5-54 to 5-56

assembly of bulk lots, 5-55assembly of individual lots, 5-54 to

5-55handling finished laundry, 5-55handling sendbacks, 5-56issuing laundry, 5-55 to 5-56quality assurance, 5-55

charges for laundry service, 5-1 to 5-2claims for damaged or lost clothing,

5-56disposal and environmental protection,

5-7fabrics, 5-13flatwork ironer, 5-38 to 5-42

care and maintenance, 5-41 to 5-42changing combination pads and

covers, 5-42friction material on return

ribbon drive roll, 5-42ironer ribbons, 5-42waxing the ironer, 5-42

feeding the flatwork ironer, 5-40 to5-41

large items, 5-41small items, 5-41

ironer controls, 5-38 to 5-39operation of the flatwork ironer,

5-40safety precautions, 5-39 to 5-40

handling lots, 5-9 to 5-13identifying bulk lots, 5-9 to 5-10identifying individual lots, 5-10 to

5-12location of the laundry mark,

5-11 to 5-12steps in identifying individual

lots, 5-11ribbon-type laundry marking

machines, 5-12 to 5-13care and maintenance of laundry

marking machines, 5-12 to5-13

operating ribbon-type machines,5-12

ships without laundry markingmachines, 5-13

heat stress, 5-4 to 5-6laundry detergent, 5-15laundry logs, 5-3 to 5-4

bulk work and press deck logs, 5-3to 5-4

equipment maintenance log, 5-4heat stress log, 5-4

Ship’s laundry—Continuedlaundry personnel, 5-2 to 5-3

laundry supervisor, 5-2 to 5-3other laundry personnel, 5-3

laundry pressing and finishing, 5-42 to5-46

laundry presses, 5-43operation of the laundry press, 5-46press layouts, 5-44 to 5-45safety features, 5-46types of laundry presses, 5-43

laundry schedules, 5-7 to 5-8laundry security, 5-6maintenance of presses, 5-46 to 5-48

changing pads, 5-47 to 5-48cleaning press heads, 5-47

operating the tumbler dryer, 5-36 to 5-38drying techniques, 5-37 to 5-38general maintenance, 5-38

operation of the Pellerin Milnor washerextractor, 5-27to 5-31

automatic operations, 5-29maintenance of the shipboard washer

extractors, 5-30 to 5-31manual operation, 5-29 to 5-30Milnor controls and indicators, 5-27

to 5-29safety features, 5-29

operation of the washer extractor (Edromodel), 5-19 to 5-26

automatic operation, 5-25 to 5-26description of the programmer, 5-22

to 5-23loading and unloading, 5-26manual operation, 5-26preoperational checks, 5-24 to 5-25program chart, 5-23 to 5-24

automatic supply, 5-24temperature control, 5-23 to

5-24water levels, 5-24

safety features, 5-24washer extractor controls, 5-19 to 5-22

press lays, 5-48 to 5-54finishing other articles, 5-48 to 5-54press lays for shirts, 5-48press lays for trousers, 5-48

processing laundry, 5-8 to 5-9receiving bulk lots, 5-8receiving individual lots, 5-8 to 5-9

rinsing, 5-15 to 5-19laundry sour, 5-15 to 5-19starch, 5-19

safety, 5-1sanitation, 5-1

INDEX-5

Ship’s laundry—Continuedsecuring fittings and equipment, 5-56stowage and handling of laundry

supplies, 5-6 to 5-7handling laundry sour, 5-7handling starch, 5-7handling two-shot detergent, 5-7

tumbler dryer, 5-31 to 5-36controls and indicators, 5-32 to 5-34primary lint traps, 5-34secondary lint traps, 5-34 to 5-36steam coils, 5-36tumbler dryer fires, 5-36

types of soil, 5-13 to 5-14chemical soluble soils, 5-13insoluble soils, 5-14special soils, 5-14water soluble soils, 5-14

wash water, 5-14types of hard water, 5-14water softening methods, 5-14

washer extractors, 5-19washing, 5-13washing formulas, 5-15

Ship’s store, 2-1 to 2-5Sleeveboard, 6-23Snack bar, 2-33 to 2-34Soap solution containers, 6-24Soil, types of, 5-13 to 5-14Spots and stains, 6-20 to 6-26Spotting formulas, 6-30Spotting, methods used in, 6-26 to 6-30Spotting tools and equipment, 6-22 to 6-24Standards of conduct, AII-1 to AII-8

Department of Defense standards ofconduct, AII-1

actions by NAVRESSO, AII-1ship’s store policy, AII-1

SECNAVINST 5370.2, AII-1 to AII-8acquiring conflicting financial

interests, AII-3 to AII-4equal opportunity, AII-3membership in associations,

AII-3reporting suspected violations,

AII-3 to AII-4resolving violations, AII-4

policies governing the conduct ofnaval personnel, AII-2to AII-3

conduct prejudicial to thegovernment, AII-2

dealing with business andindustry representatives, AII-3

personal judgment, AII-2preferential treatment, AII-3

Standards of conduct—ContinuedSECNAVINST 5370.2—Continued

regulations governing the conduct ofnaval personnel, AII-4 to AII-8

affiliations and financial interest,AII-4

assignment of reserve personnelfor training, AII-5

commercial soliciting by navalpersonnel, AII-4 to AII-5

dealing with present and formermilitary and civilian personnel,AII-4

gambling, betting, and lottery,AII-7 to AII-8

gratuities, AII-5 to AII-6indebtedness, AII-9outside employment of DOD

personnel, AII-7prohibitions of contributions or

presents to superiors, AII-6receipts in connection with

official travel, AII-6use of civilian and military titles

or position in connection withcommercial enterprise, AII-7

use of government facilities,property, and manpower,AII-6 to AII-7

using inside information, AII-4using naval positions, AII-4

responsibilities for actions, AII-8Steam air finisher, 6-14 to 6-19Stowage, 3-1 to 3-16

bulk storeroom stowage, 3-1 to 3-9maintaining financial accountability,

3-3 to 3-9errors in receiving, 3-3movement of stock, 3-3 to 3-5security controls, 3-5spot check inventories, 3-5 to 3-7tax-free tobacco products, 3-7 to

3-9range of responsibilities, 3-2 to 3-3responsibility of bulk storeroom

custodians, 3-1 to 3-2special stowage, 3-14 to 3-16

hazardous materials, 3-14dangerous materials, 3-14safe materials, 3-14semisafe materials, 3-14

special stowage of ship’s store stock,3-15 to 3-16

candy, 3-16canned drinks, 3-16

INDEX-6

Stowage—Continuedspecial stowage—Continued

special stowage of ship’s storestock—Continued

clothing, 3-15film, 3-16flammable ship’s store stock,

3-15food products and snack bar

items, 3-15 to 3-16tobacco, 3-16

stowage of ship’s store stock, 3-9 to 3-14fundamentals of good stowage, 3-9

to 3-11manual handling, 3-11 to 3-14

accessibility of stock, 3-12arrangement of stock, 3-12 to

3-13issue and rotation, 3-13markings of stock, 3-12storeroom maintenance, 3-13ventilation and humidity control,

3-14safety, 3-11storeroom security, 3-14

Supply automation, 1-1Supply department afloat, 1-3 to 1-5Supply system, 1-1

T

Tumbler dryer, 5-31 to 5-36

U

Underrings and overrings, 2-15 to 2-16

V

Vending machines, 2-26 to 2-32locked money boxes, 2-28servicing the vending machines, 2-30 to

2-31vending machine cash collections, 2-27 to

2-28vending machine controls, 2-28 to 2-29vending machine sanitation, 2-31 to

2-32

W

Washer extractors, 5-19Water soluble soils, 5-14Wet disinfectant, 4-6

INDEX-7

Assignment Questions

Information: The text pages that you are to study areprovided at the beginning of the assignment questions.

Assignment 1

Textbook Assignment: “Organization and Security,” chapter 1, pages 1-1 through1-11, and “Operation of the Sales Outlet,” chapter 2, pages2-1 through 2-10.

Questions 1-1 through 1-46 1-3.refer to chapter 1 of the text.

Learning Objective: Identifythe purpose of the Navy ResaleProgram and the functions ofthe activities related toship’s store afloat.

1-1. The purpose of the Navy ResaleProgram is to accomplish which the following objectives?of

1.

2.3.

4.

To provide a convenient andreliable source from whichpersonnel may obtain, atthe lowest practical price,necessary articles for 1-4.their health, comfort, andconvenience and servicesneeded in day-to-day livingTo promote good moraleTo provide through profitsa source of funds for therecreation of navalpersonnelAll of the above

1-2. Which of the followingactivities under the commandand control of NAVSUP isresponsible for administeringthe Navy Resale Program?

1. NAVRESSO2. NAVSEA3. FAADC4. NAVFINCEN

NAVRESSO is responsible forwhich of the following actionsrelated to the operation ofship’s stores?

1. Enters into agreement withcommercial suppliers as tothe quality and price ofmerchandise and issues, orcauses to be issued, the. ----Ship 's Store ContractBulletin and Ship’ s StoreAfloat Catalog

2. Issues logistic policies.plans, and orders for support of the fleet

3. Audits ship’s store returns4. All of the above

The NAVRESSO fleet assistanceteams were set up in the majorport areas for which of thefollowing purposes?

1.

2.

3.

4.

To provide technicalassistance and guidance inall areas of the ship’sstore operation toshipboard personnelTo advise the fleetcommanders on supply andtransportation mattersTo conduct inspections ofship’s stores afloat andmake formal reports to thecommanding officer oncompletion of theinspectionAll of the above

1

1-5.

1-6.

1-7.

1-8.

Auditing ship’s store returns,paying dealers’ bills, andreconciling differences withdocuments covering receiptsfrom purchase and receipts fromother supply officers are someof the responsibilities of whatactivity?

1. FAADC2. NAVRESSO3. NAVSUP4. NAVMASSO

Learning Objective: Explainthe mission, functions,organization, andresponsibilities of an afloatsupply department.

The mission of the afloatsupply department is to providethe material and service needsof the ship.

1. True2. False

The supply officer isresponsible to the commandingofficer for the properoperation and administration ofwhich of the followingfunctions?

1. Procurement and receipt ofrepair parts

2. Operation of the ship’sstore

3. Operation of the generalmess

4. All of the above

When the supply officer assignsan assistant supply officer tothe duty of ship’s storeofficer, what official, if any,must approve the assignment?

1. Commander, Naval SupplySystems Command

2. Director, Ship’s StoreDivision (SSD),NAVRESSO

3. Commanding officer4. None

IN ANSWERING QUESTIONS 1-9 THROUGH1-12, SELECT FROM COLUMN B THEDIVISION RESPONSIBLE FOR THE FUNCTIONLISTED IN COLUMN A.

A. FUNCTIONS B. DIVISIONS

1-9.

1-10.

1-11.

1-12.

1-13.

1-14.

Operate and 1. s-1maintain thevending 2. s-2machinesaboard ship 3. s-3

Maintain the 4. s-4military payrecords

Account forconsumables, equipage,repair parts, andother material asrequired

Operate and managethe general mess

Learning Objective: Explainthe factors that pertain to thesecurity of supply departmentspaces aboard ship.

Before unauthorized personnelcan be allowed into supplydepartment spaces, finalapproval must be granted bywhich of the followingindividuals?

1. The supply officer2. The leading petty officer3. The ship’s master-at-arms4. The person in charge of the

space

Keys to supply departmentspaces may be taken off theship overnight by the person incharge of the space providing akey log is maintainedidentifying the holder of thekey.

1. True2. False

2

SUPPLY DEPARTMENT SPACES ARE DIVIDEDINTO GROUPS TO PROVIDE ADEQUATESECURITY IN WORKING SPACES. INANSWERING QUESTIONS 1-15 THROUGH 1-18,SELECT FROM COLUMN B THE SECURITYGROUP FOR WHICH THE SPACE LISTED INCOLUMN A IS ASSIGNED.

A. SPACES B. GROUPS

1-15. Ship’s 1. Igalley

2. II1-16. Ship’s

laundry 3. III

1-17. General 4. IVstoresstoreroom

1-18. Ship’s store bulkstoreroom

1-19. What should the Storekeeper incharge of a Group I space dowith the key to the space atthe end of the workday?

1. Retain it until the nextday

2. Return it to the generalkey locker in the supplyoffice

3. Turn it over to the dutysupply officer

4. Turn it over to the leadingSK

1-20. The master key for Group Ispaces is kept by which of thefollowing individuals?

1. The leading Storekeeper2. The stores officer3. The supply officer4. The duty supply officer

1-21. Keys to the supply office areissued at the discretion ofwhat individual?

1. The office recordskeeper2. The leading petty officer

of supply3. The ship’s store officer4. The supply officer

1-22.

1-23.

1-24.

1-25.

The ROM system is includedunder what securityclassification?

1. Routine2. Secret3. Classified4. Unclassified

What individual is required toinput user IDs and passwordsinto the ROM system on aneed-to-know basis?

1. The security officer2. The supply officer3. The ship’s store officer4. The leading Ship’s

Serviceman

Once users have been givenaccess to the ROM system, theirnames will be included in theROM security access list whichis maintained in what locationin a sealed envelope?

1. File SSA-172. Ship’s store officer’s safe3. The supply officer’s safe4. File SSA-21

Learning Objective: Identifythe factors that pertain to thesecurity of Group III and GroupIV spaces.

When dead bolt locks cannot beinstalled on doors leading toGroup III spaces, what actionshould be taken?

1.

2.

3.

4.

Have the ship’s securitypatrol check the space moreoftenInstall a high-securitykey-type padlock with ashrouded shackle andhigh-security haspInstall two high-securityhasps with two combinationlocksUse just one high-securityhasp with one combinationor key-type lock and attacha car seal at the end ofeach business day makingsure it is properly loggedin the car seal log

3

1-26. When available from supply,which of the following itemsshould be installed on doorsleading to Group III spaces inaddition to dead bolt locks?

1. Keyless combination locks2. Key-type padlock3. Key-type lock with

high-security shackle4. Key-type lock used in

conjunction with a numberedcar seal

1-27. When installing hasps on doorsleading to Group III spaces,what should you use to securethe hasp to the door?

1. Screws2. Pop rivets3. Tamperproof bolts4. Nails

1-28. What action, if any, should betaken for exposed hinge pins onhasps installed on doorsleading to Group III spaces?

1. Make a note of the problemto the ship’s securitypatrol and have the spacechecked more often

2. Use an additional hasp withthe appropriate lock

3. Tack weld the hinge pins toprevent removal

4. None 2.

1-29. After the custodian of theGroup III space changes thecombination of the lock thatsecures the space, the newcombination is sealed in anenvelope and turned over towhat holding individual?

1. The leading Ship’sServiceman

2. The ship’s store officer3. The supply officer4. The security manager

1-30. For security, duplicate keys toGroup III spaces are placed ina sealed envelope, signed anddated across the flaps by theship’s store officer and theresponsible custodian, andplaced in the ship’s storeofficer’s safe.

1-31. The inside perimeter of theremovable sales windows to theretail store is secured byusing what securing device(s)?

1. A car seal2. Bars3. Slip locks4. Key locks

1-32. What additional securitymeasure should the custodian ofthe bulk storeroom take whenthe contents of the bulkstoreroom are visible from theoutside?

1. Keep all high-cost,small-cube items out ofsight or break them out tothe retail store

2. Make sure adjacentpassageways are welllighted

3. Make sure security watchescheck the bulk storeroom atvarying intervals

4. Each of the above

1-33. Group III spaces should not bereentered after working hoursby the responsible custodianunless circumstances warrant itand final approval is obtainedfrom what individual, if any?

1. Ship’s store officerDuty supply officer

3. Leading Ship’s Serviceman4. None

1-34. Merchandise exceeding whatretail value should NOT be leftin the display windows of theretail store after workinghours?

1. $502. $403. $354. $25

1-35. The key or combination to thepadlock securing the coin boxin the vending machine is keptby which of the followingindividuals?

1. Ship’s store officer2. Supply officer3. Vending machine operator4. Commanding officer

1. True2. False

4

1-36. The locks installed by themanufacturer on the outside ofvending machines are consideredadequate for securitypurposes.

1. True2. False

1-37. When locked money boxes areused in the vending machine,the keys that lock the moneybox itself into the vendingmachine are kept by whatindividual?

1. Vending machine operator2. Supply officer3. Agent cashier4. Person making collections

1-38. With what security measure arethe duplicate keys to thelocked money boxes in thevending machines handled?

1. Kept in a special duplicatekey locker in the supplyoffice

2. Sealed in an envelope andkept in the supplyofficer’s safe

3. Sealed in an envelope andkept in the ship’s storeofficer’s safe

4. Retained by the responsiblecustodian until relieved

1-39. Where are the working keys tothe ship’s laundry kept afternormal working hours?

1. In the custody of theShip’s Serviceman in chargeof the laundry

2. In the custody of the dutysupply officer

3. In the custody of theleading Ship’s Serviceman

4. Inside the general keylocker in the supply office

1-40. What security precaution istaken with regard to duplicatekeys to Group IV spaces?

1. Kept in a sealed envelopein the supply officer’ssafe

2. Kept by the supply officerin a special duplicate keylocker in the supply officeor in the supply officer’ssafe

3. Kept in the general keylocker in the supply office

4. Kept by the leading Ship’sServiceman for access intoship’s store spaces afternormal working hours

Learning objective: Explainthe procedures for emergencyentry into Group III spaces.

1-41. Emergency entry procedures areincluded in supply departmentinstructions and should beposted outside which of thefollowing spaces?

1. Group I2. Group II3. Group III4. Group IV

1-42. If the ship’s store officer hasto enter a Group III space inthe absence of the responsiblecustodians such entry made in the presence of atleast how many witnesses?

1. One2. Two3. Three4. Four

1-43. How should the ship’s storeofficer secure a Group IIIspace after he or she hasentered it and is ready tosecure it?

1. Replace the lock and attacha car seal

2. Replace the lock afterchanging the combination

3. Replace the lock and add akey-type lock

4. Lock it with a differentkeyless padlock

5

1-44. After a Group III space hasbeen entered by the ship’sstore officer, how long shouldthe witnesses remainthereafter?

1. Until the space is secured2. Until the responsible

custodian returns3. Until the command duty

officer arrives4. They do not have to remain

1-45. Which of the following actionsshould be taken by theresponsible custodian of aGroup III space that wasentered under emergencyconditions?

1. Reseal the combination andduplicate keys to the deadbolt in separate envelopesand replace them in theship’s store officer’s safe

2. Change the combination tothe lock

3. Verify the car seal number4. All of the above

1-46. What individual may enter aGroup III space in the presenceof two witnesses when anemergency exists and the ship’sstore officer or responsiblecustodian is not available?

1. Duty section leader2. Duty storekeeper3. Command duty officer4. Leading Ship’s Serviceman

Questions 1-47 through 1-75refer to chapter 2 of the text.

Learning Objective: Identifypractices and proceduresapplicable to the establishmentand operation of the ship’sstore afloat.

1-47. On a commissioned ship, whataction is required by thecommanding officer to establisha ship’s store?

1. Receive approval from theship’s type commanderbefore establishing theship’s store

2. Send an official letter tothe Naval Supply SystemsCommand informing them theday the ship’s store willbegin operations

3. Send an official letter tothe Navy Resale andServices Support Officeinforming them the day theship’s store will beginoperations

4. Send an official letter tothe fleet accounting anddisbursing centerrequesting approval toestablish a ship’s store

1-48. On a precommissioned ship, aship’s store may be establishedafter which of the followingconditions is met?

1. The prospective disbursingofficer has reported aboard

2. Approval of the ship’s typecommander has been received

3. The prospective supplyofficer has reported aboard

4. Approval for establishmentof a ship’s store has beenreceived from the NavalSupply Systems Command

1-49. Activities operating within theship’s store must be authorizedby what officer?

1. The ship’s store officer2. The supply officer3. The commanding officer4. The type commander

1-50. Ship’s stores are operated tofulfill which of the followingpurposes?

1. Provide a source of fundsfor welfare and recreation

2. Promote morale3. Provide a source of

articles necessary forday-to-day living

4. All of the above

6

1-51. TO provide customers with aconvenient and reliable sourcefor obtaining the most neededarticles, the retail storeoperator must keep the mostpopular items in stock at alltimes using which of thefollowing references?

1. NAVSUP P-4872. The list of basic stock

items3. The ship’s Store Afloat

Visual Merchandising Guide4. The Ship’s Store Afloat

Catalog

1-52. Which of the followingindividuals is accountable forthe operation of the retailstore?

1. The retail store operator2. The ship’s store officer3. The leading Ship’s

serviceman4. The disbursing officer

1-53. Before you can be assignedresponsibilities in the ship’sstore operation, the ship’sstore officer is required toperform which of the followingactions?

1. Send you to ship’sServiceman C school

2. Assign responsibilities inwriting

3. Administer a performance

1-54.

test4. Update your personal

training record

Which of the followingoperations would be considereda combined responsibilityoperation?

1. A service activity and bulkstoreroom supplying thatservice activity operatedby different persons

2. A sales outlet and bulkstoreroom supplying thatsales outlet operated bythe same person

3. A can drink vending machineand bulk storeroomsupplying that vendingmachine operated bydifferent people

4. All of the above

1-55. When a retail store is operatedby more than one person, whichof the following requirementsmust be met?

1. Cash should be collected atthe end of each shift

2. Inventory should be takenmonthly

3. Approval must be obtainedfrom the ship’s typecommander

4. All of the above

Learning Objective: Explain the general policies thatgovern the operation of thesales outlets aboard ship.

1-56. Purchases made from the salesoutlets in the ship’s storeoperation may be used by thepurchaser for which of thefollowing purposes?

1. For sale to a friend2. For the personal use of a

friend 3. For the personal use of the

purchaser or his or herdependent(s)

4. For barter with anotherperson

1-57. Which of the followingpersonnel are NOT authorized touse the ship’s store?

1. Foreign service personnel ina foreign port

2. Enlisted Marine Corpspersonnel en route to duty

3. Public Health ServicePersonnel on board fortraining

4. Officers of the Coast Guardon board for training

1-58. A third class petty officercomes to the standard Navyclothing store to make apurchase. Which of thefollowing items should NOT besold to the petty officer?

1. Neckerchief2. Third class chevron3. E-7 insignia4. White service dress jumper

7

1-59. Sales of ship’s store stock andnondistinctive items may bemade to merchant ships indistress on a cash basis whenthe request made by the masterof the merchant ship isapproved by the commandingofficer of the ship that willsell the merchandise.

1. True2. False

1-60. What officer approves the saleof ship’s store stock topersonnel aboard foreign shipsthat are in distress?

1. Fleet commander2. Type commander3. Commanding officer4. Supply officer

1-61. Ship’s store or nondistinctiveitems of clothing stock may besold to representatives of anofficial United States Embassyin an isolated overseaslocation under which of thefollowing conditions?

1. When the items requiredcannot be obtainedelsewhere

2. When the sale is approvedby the commanding officer

3. When the normal operationof the ship’s store is notimpaired by making the sale

4. All of the above

1-62. The hours of operation of theretail or clothing store areprescribed by what officer?

1. Supply officer2. Commanding officer3. Ship’s store officer4. Recreational services

officer

1-63. The retail or clothing storeoperator should post the storehours prominently so they arevisible from the outside of thestore.

1. True2. False

1-64.

1-65.

1-66.

1-67.

1-68.

What minimum number of hoursper week should the retailstore be open while the ship isunderway?

1. 20 hours2. 24 hours3. 42 hours4. 48 hours

The retail store should remainopen how many minutes pastnormal closing time to alowthe customers to finishshopping in walk-in stores?

1. 20 minutes2. 15 minutes3. 10 minutes4. 5 minutes

How much time in advance shouldcrew members be notified ofchanges in store hours?

1. 1 day2. 7 days3. 10 working days4. 30 days

Which of the following areaswould be the BEST place for theretail store operator to postthe policy sign regardingauthorized customers?

1. On the door leading to theship’s store office

2. Near the quarterdeck area3. On the ship’s store

bulletin board4. Near the cash register in

the retail store

Learning Objective: Identifythe policies regarding pricingof merchandise in the ship’sstore afloat. (cont’d)

Which of the followingindividuals is responsible forestablishing the prices formerchandise sold in the retailstore?

1. Retail store operator2. Ship’s store officer3. Supply officer4. Commanding officer

8

1-69. What markup rate, if any, isprescribed for retail items inthe ship’s store?

1. cost plus 15%2. Cost plus transportation

expenses plus 15%3. Cost plus 15% rounded off

to the next higher nickel4. None

1-70. The ROM system automaticallycomputes the prescribed markupfor all stock items. Whatindividual may override theROM markup system and enter adifferent price?

1. The leading Ship’sServiceman

2. The ship’s storerecordskeeper

3. The ship’s store officer4. Each of the above

1-71. The markup on retail itemsshould be sufficient enough toprovide for which of thefollowing expenditures?

1. Markdowns and surveys2. Operating expenses of the

service activities3. Sales outlet operating

expenses4. All of the above

1-72. What overall maximum percentageof profit is the ship’s storeauthorized to make?

1-73. For what price are standardNavy clothing items sold in theship’s store?

1. Retail price2. Price prescribed in the

standard price list3. Cost price plus 15%4. Price established by the

Naval Supply SystemsCommand

1-74. The ROM system will not computea markup for stock itemsassigned to which of thefollowing department codes?

1. A12. D13. D34. L1

1-75. What is meant by the term“mark-on”?

1.

2.

3.

4.

An amount added to the costprice to arrive at theretail priceAn increase in thepreviously establishedretail priceAn amount added to the costof operation items to coverlosses by inventoryAn increase in thepreviously established costprice

1. 5%2. 10%3. 15%4. 20%

9

Assignment 2

Textbook Assignment: “Operation of the Sales Outlets (continued),” chapter 2,pages 2-10 through 2-25.

Learning Objective: Identifythe policies regarding pricingof merchandise in the ship’sstore afloat. (cont’d)

2-1. When a mark-on is desired onselected items in the retailstore, the retail storeoperator can only change theprice of those items after whataction is taken?

1. Inventory is taken of thoseitems by the ship’s storeofficer or designatedassistant in the presenceof the retail storeoperator and the retailstore operator signs anddates the Retail PriceChange, NAVSUP Form 983

2. Notification by the ship’sstore recordskeeper tochange the price

3. A number is assigned to theRetail Price Change, NAVSUPForm 983, from the NumberControl, NAVSUP Form 980

4. The bulk storeroomcustodian breaks out newmerchandise to the retailstore

IN ANSWERING QUESTIONS 2-2 THROUGH2-5, SELECT FROM COLUMN B THE PRICETHAT SHOULD BE CHARGED FOR EACH OF THESALES LISTED IN COLUMN A.

A. SALES B. PRICES

2-2. Sales to the 1. Retailcommanding priceofficer ofship’s store 2. Cost pricestock forrecreational 3. Standardpurposes price

2-3. Sales to 4. Mutuallyships not agreed-onoperating priceship’sstores, when thetransferring shipdoes not provide acompositerecreationfund

2-4. Sales of standardNavy clothing itemsto authorizedcustomers

2-5. Sales to merchant shipsof ship’s store stock

Learning Objective: Identifythe techniques and proceduresfor effectively displayingmerchandise in the salesoutlet.

10

2-6. What is the purpose ofmerchandise displays in theship’s store?

1. To show what is availablefor order

2. To make the store lookattractive

3. To facilitate takinginventories

4. To inform and educate thecustomer

2-7. Customer displays should bechanged frequently for which ofthe following purposes?

1. To stimulate customerinterest

2. To make inventory easier3. To make room for breakouts

of merchandise4. To rotate stock items into

the display that were leftout

2-8. What area of the retail storewould be the best place todisplay large items?

1. On the very top shelf2. On a shelf located at eye

level3. On the ledges in the retail

store4. On one of the lower shelves

2-9. The retail store operator canaccomplish which of thefollowing actions to help thecustomer in selecting what theyneed?

1. Use a sign to identify newor out-of-stock items

2. Display merchandise solabels face right side up

3. Display items so thepurpose is obvious

4. All of the above

2-10. Which of the following would bean example of merchandise thatis not readily accessible?

2-11. If available, ledges in theretail store should be used tostore merchandise that cannotfit on the shelves.

1. True2. False

2-12. Which of the following pairs ofitems would be a good exampleof two items of ship’s storestock correlated properly inthe retail store?

1. Toothpaste stowed neartoothbrushes

2. Perfume stowed nearbracelets

3. Cigarettes stowed nearuniform items

4. Soap stowed near crackers

2-13. Decorations are used in thesales outlets for which of thefollowing reasons?

1. To arouse customer interest2. To alert customers to

coming events3. To add to the appearance of

the display merchandise4. All of the above

2-14. What is the maximum time thatdecorations may remain in adisplay without being refreshedor changed?

1. 1 month2. 2 months3. 3 months4. 1 week

2-15. ROM-generated shelf labels areused in the retail store toeliminate the need forindividual price marking.

1. True2. False

1. Soap stocked behinddeodorants and hair spray

2. dungaree trousers stockednear dungaree shirts

3. Small items stowed on ashelf at eye level

4. All of the above

11

2-16. Shower shoes do not lendthemselves to individual pricemarking. Where should theprice for shower shoes bedisplayed so the customer knowshow much they cost?

1. On a price list posted inthe ship’s store office

2. On a piece of paper locatednear the cash register

3. No price needs to bedisplayed if the retailstore operator has a copyof the price list

4. On the bin or shelf holdingthe shower shoes by use ofa sign, price list, orshelf label

2-17. What price marking systemshould the retail storeoperator use to display priceson items located in the retailstore?

1. Price marker or price tags2. Grease pencil3. Crayons4. Each of the above

2-18. Prices displayed on merchandisein the retail store should onlybe changed by the operator onthe authority of a Retail PriceChange, NAVSUP Form 983,approved by what officer?

1. Ship’s store officer2. Supply officer3. Disbursing officer4. Commanding officer

Learning Objective: Determinethe procedures for using thecash register in the salesoutlet.

2-19. Which of the followingindividuals is/are allowedaccess to the cash register inthe retail store for ringing upsales?

1. The ship’s store officer2. The designated cash

collection agent3. The retail store operator4. All of the above

2-20. When, if ever, may the cashregister in the sales outlet beinstalled in an area where thecustomer does not have a viewof the amount rung up?

1. When the cash register isinstalled in a walk-instore

2. When making sales directlyfrom the bulk storeroom

3. When the cash registerprovides the customer withan itemized receipt

4. Never

2-21. The cash register keys will bein the custody of which of thefollowing individuals?

1. The leading petty officer2. The sales outlet operator3. The person making

collections4. The agent cashier

2-22. What action should the salesoutlet operator take when theretained cash register tape inthe cash register has run out?

1. Continue using the registeruntil the end of the day

2, Remove the detailed tape soit will not jam andcontinue ringing up salesuntil cash collections aremade

3. Remove the tape and installa new register tapeprovided by the ship’sstore officer

4. Contact the ship’s storeofficer or designated cashcollection agent and havethe tape changed beforeringing up any additionalsales

2-23. When arranging money in adrawer with less than fivecompartments, where should youplace the personal checks?

1. Underneath the twenties2. Under the cash tray3. In a drawer next to the

twenties not being used4. Underneath the ones

12

2-24. When new bills are placed inthe cash register, what actionshould the cash registeroperator take to prevent errorsin giving change?

1. Place the new bills in adrawer by themselves in thecash register

2. Place the new bills underthe ones rolled together

3. Tear a corner off of eachnew bill

4. Turn the corner up on eachnew bill

2-25. Most errors involving the cashregister occur at which of thefollowing times?

1. When the cash is beingcollected at the end of thebusiness day

2. When the cash registeroperator exchanges moneywith the customer

3. When the cash registeroperator is placing thechange fund in the register

4. When the cash registeroperator is ringing upsales

2-26. Under what conditions may thecash register operator ring upmore than one item at a time onthe cash register?

1.

2.

3.

4.

When the retail store isvery busyWhen the items are of lowcost and can be addedtogether easily in theoperator’s headWhen a calculator isavailable for the cashregister operator to useWhen the cash register isdesigned to total more thanone item at a time

2-27. The customer makes a purchaseof $3 and gives you a $5 billfor payment. Where should youplace the $5 bill while makingchange ?

1. On the change plate of theregister

2. On the counter near theregister

3. In the $5 compartment OFthe cash drawer

4. On the keys of the cashregister

2-28. A customer gives you a $10 billto pay for merchandise valuedat $7.50. As you give changeto the customer, how do youcount it?

1.

2.

3.

4.

Count up $2.50 as you takethe change from the cashregister and count from$7.50 to $10.00 as you handthe change to the customerCount up to $2.50 as youtake the change from thecash register and repeatthe same count as you handthe change to the customerCount $7.50 to $10.00 asyou take the change fromthe cash register andrepeat the same count asyou hand the change to thecustomerCount from $7.50 to $10.00as you take the change fromthe cash register and countup to $2.50 as you hand thechange to the customer

Learning Objective: Identifythe procedures for handlingship’s store funds in the salesoutlets aboard ship.

2-29. Payment for merchandisepurchased in the ship’s storemay be made by which of thefollowing methods?

1. U.S. currency2. Personal check3. Traveler’s check4. All of the above

13

2-30.

2-31.

2-32.

2-33.

2-34.

1. $5

For what amount over thepurchase price, if any, maytraveler’s checks be acceptedin the ship’s store?

2. $103. $254. None

Which of the following kinds ofpersonal checks is acceptablein the ship’s store?

1. A personal check for theamount of purchase only

2. A personal check for $5over the amount of purchase

3. A two-party check4. Each of the above

The sales outlet operatorshould verify the purchaser’ssignature and social securitynumber on the personal checkwith which of the followingidentification cards?

1. State driver’s license2. Armed forces identification

card3. Major credit card4. Automatic bank teller card

A change fund is advanced tothe sales outlet operator foruse as change during thebusiness day. The amount ofchange fund advanced to thesales outlet operator isdetermined by what officer?

1. Supply officer2. Ship’s store officer3. Disbursing officer4. Commanding officer

What form is signed by thesales outlet operator toreceipt for change funds?

1. NAVSUP Form 4702. NAVSUP Form 4643. NAVCOMPT Form 2114

2-35.

2-36.

2-37.

2-38.

When will the sales outletoperator return the fundsadvanced for change to theperson providing the funds?

1. At the end of the month2. At the start of the

business day3. At the close of the

business day before theregister reading is taken

4. At the end of eachaccounting period

All cash refunds on defectivemerchandise are processed onwhat form?

1. NAVSUP Form 9722. NAVSUP Form 9733. NAVSUP Form 9774. NAVSUP Form 978

What official must approve allrefund vouchers before thecustomer can receive a cashrefund?

1. The sales outlet operator2. The ship’s store officer3. The commanding officer4. The leading Ship’s

Serviceman

What will the sales outletoperator do with the completedrefund voucher?

1. Forward it to the ship’sstore officer for filing

2. Place it under the cashtray in the cash registeruntil daily collections

3. Give it to the leadingShip’s Serviceman

4. Ring it up in the cashregister and hold it in thecash drawer untilcollections are made

4. NAVCOMPT Form 153

14

2-39.

2-40.

2-41.

When a personal check writtenfor purchase in the ship’sstore is returned due toinsufficient funds, what willthe ship’s store officer dowith the check?

1.

2.

3.

4.

Reimburse the disbursingofficer for the amount ofthe check from the ship’srecreation fund and holdthe check in the cashregister until it issettledReimburse the sales outletoperator for the loss andplace the check in the safein a sealed envelope untilit is settledReimburse the disbursingofficer for the amount ofthe check from the retailstore cash register andhold the check in theregister until it issettledHold the check in the cashregister and file a writtenreport to the Navy Resaleand Services Support Office

After what time period is apersonal check returned to theship due to insufficient fundsconsidered uncollectible?

1. 1 year2. 5 years3. 6 months4. 4 months

When a personal check is notsettled by the end of theaccounting period, what actionshould the retail storeoperator take?

1. Request a markdown to zerofor the amount of the checkfrom the ship’s storeofficer

2. Survey the check to theNavy Stock Fund

3. Include the check on theinventory prelisting

4. Forward the personal checkto the disbursing officefor action

2-42. ROM users will accomplishwhich, if any, of the followingactions to adjust theaccountability of the retailstore for losses incurred fromdishonored checks?

1.

2.

3.

4.

The amount of the checks issurveyed to the Navy StockFund on the DD Form 200 andthe appropriate survey datais entered in the ROMsurvey functionA separate intrastoretransfer is created by ROMusers for dishonoredchecks, breaking back theamount of the checks fromthe retail store to thebulk storeroomA money value only DD Form1149 is prepared fordishonored checks and theappropriate expenditureinformation is entered inthe ROM miscellaneousexpenditure functionNone of the above; the lossis absorbed in the cost ofretail sales and no actionis required by ROM users

2-43. When, if ever, is retailmerchandise located in theretail store sold at costprice?

1.

2.

3.

4.

When group sales are madeto troops attached to theshipWhen making health andcomfort issuesWhen bulk sales are made toa ship not operating aship’s store and your shipdoes not provide that shipa composite recreation fundNever

15

2-44. When payment is not receivedfor bulk sales at the time themerchandise is delivered fromthe retail store, what actionshould the retail storeoperator take?

1. Make a list of the itemstaken and retain this listunder the cash tray in theregister until payment isreceived

2. List the items taken on asummary NAVSUP Form 973,retain one copy in the cashregister under the cashtray until payment isreceived, and forward theoriginal to the ship’sstore office

3. Maintain a copy of theRequisition andInvoice/Shipping Document,DD Form 1149, for bulksales under the cash trayin the cash register untilpayment is received

4. List the items taken on anInventory Count Sheet,NAVSUP Form 233, retain theblue copy in the cashregister under the cashtray, and forward thewhite, yellow, and pinkcopies to the ship’s storeoffice

2-45. ROM users must enter the amountof cash collected from bulksales in the ROM cash receiptfunction using what storenumber?

1. 992. 983. 964. 95

2-46. The sale of traveler’s checksthrough the ship’s storerequires the approval of whatofficer?

1. Commanding officer2. Disbursing officer3. Ship’s store officer4. Supply officer

2-47. During normal store hours,where will the retail storeoperator hold the working stockof traveler’s checks?

1. In an empty cash drawer inthe cash register

2. Under the cash tray in thecash register

3. Under the counter withinreach from the cashregister

4. Stowed securely in athree-combination safe

2-48. What is the minimum amount ofsale of traveler’s checks theretail store operator can maketo one customer?

1. $1002. $503. $254. $5

2-49. You have just sold traveler’schecks to one customer with aface value of $600. What totalamount should you collect fromthe customer?

1. $601.982. $604.023. $606.004. $612.00

Learning Objective: Identifythe procedures for collectingcash in the retail store.

2-50. What individual is responsiblefor collecting and depositingfunds received from sales inthe ship’s store?

1. Ship’s store officer2. Disbursing officer3. Supply officer4. Commanding officer

2-51. How often will cash be countedand collected in the retailstore when locked moneybags anda night depository safe are notused?

1. Monthly2. Weekly3. Twice a week4. Daily

16

2-52. All cash including change funds 2-55. When moneybags are issued to

will be collected from thethe retail store operator, they

retail store at which of thehave two keys that come with

following times?each bag. One is retained bythe retail store operator.- - - -

1. At the end of eachWhat happens to the other key?

accounting period2. When the retail store is

1.

closed for 72 hours or more3. When the ship’s store

officer is relieved2.

4. All of the above

2-53. How will the person making3.

collections compute the totalcash that should be collected? 4.

1. Current register readingplus the previous day’sregister reading minus anychange fund 2-56. The combination to the night

2. Current register readingdepository safe is known by

plus change fund minus thewhich of the following

previous day's registerindividuals?

Retained by the supplyofficer in a duplicate keylockerKept in a sealed envelopein the ship’s storeofficer’s safeRetained in the personalcustody of the personmaking collectionsExchanged each duty day bythe offgoing and oncomingduty supply officers

2-54.

3.

4.minus previous day’sregister reading plus thechange fund

readingCurrent register readingminus the previous day’sregister reading minus anychange fundCurrent register reading

When the retail store operatoris delivering all cashincluding change funds to thecash collection agent, howoften, at a minimum, should thecash collection agent take theregister readings?

1. Once weekly2. Twice weekly3. Three times weekly4. Every day

2-57.

2-58.

1. Disbursing officer2. Ship’s store officer3. The designated cash

collection agent4. Both 2 and 3 above

When using the night depositorysafe, the person makingcollections will take the cashregister readings at what time?

1. At the close of businessthe day the deposit is made

2. At the close of businessthe following day

3. Before the start ofbusiness the following day

4. Before the end of the week

A change fund of over $50 maybe left in the cash registerovernight if approved by whatofficer?

1. Disbursing officer2. Ship’s store officer3. Type commander4. Commanding officer

Learning Objective:the documents used by the salesoutlet operator to account forcash collected in the ship’sstore.

17

2-59.

2-60.

2-61.

The Cash Receipt Book, NAVSUPForm 470, for the retail storeis kept in the custody of whatindividual?

1. The ship’s store officer2. The cash collection agent3. The disbursing officer4. The retail store operator

How often is the ship’s storeofficer required to compare theamounts entered in the CashReceipt Book, NAVSUP Form 470,with the amounts entered in theROM system?

1. Daily2. Twice a week

Once a week4. Monthly

When an error is made in the

3.

cash receipt book, what shouldbe done to correct it?

1.

2.

3.

4.

Draw a line through theerror, write the correctinformation above theerror, and both the salesoutlet operator and theperson making collectionsinitial the line-outDraw a line through theentire line, write thecorrect information in thefollowing space, and boththe sales outlet operatorand the person makingcollections initial theline-outDraw a line through theentire line, write thecorrect information aboveit, and both the salesoutlet operator and theperson making collectionsinitial the line-outErase the entire error andenter the correctinformation

2-62. What is the disposition of theOverring/Refund voucher, NAVSUPForm 972, once the retail storeoperator gives it to the personmaking collections?

1.

2,

3.

4.

The amount of theoverring/refund voucher isentered in the cash receiptbook for informationpurposes only and theNAVSUP Form 972 is stapledto the applicable page ofthe NAVSUP Form 470The Overring/RefundVoucher, NAVSUP Form 972,is disposed of once aseparate entry is made inboth the NAVSUP Form 470and NAVSUP Form 469 and isincluded in the total cashcollections for the monthA separate entry is made inboth the NAVSUP Forms 469and 470 and theOverring/Refund Voucher,NAVSUP Form 972, is stapledto the applicable page ofthe NAVSUP Form 469; theamount of the overring/refund voucher isnot included in the totalcollections for the monthThe overring/refund voucheris entered in the CashRegister Record, NAVSUPForm 469, for informationpurposes and then turnedover to the disbursingofficer for filing

2-63. At the end of the month, thesales outlet operator willtotal up the amounts in theCash Receipt Book, NAVSUP Form470. The total figure computedby the sales outlet operatormust match the total figureshown on what form?

1. NAVSUP Form 4642. NAVSUP Form 4693. NAVSUP Form 9774. NAVSUP Form 978

18

2-64. When the person makingcollections is the cashcollections agent, the ship’sstore officer will review thecash receipt book for eachsales outlet at least howoften?

1. Monthly2. Weekly3. Twice a week4. Daily

Learning Objective: Identifythe general procedures followedwhen theft or fraud occurs inthe ship’s store operation.

2-65. To prevent theft in a walk-inretail store, the retail storeoperator should take which ofthe following precautions?

1. Keep a close watch oncustomers

2. Allow only a limited numberof customers in the retailstore at a time

3. Do not allow customers toshop in the retail storewearing heavy jackets

4. All of the above

2-66. After a ship’s store space hasbeen broken into, it isreported to the commandingofficer and an informalinvestigation is made for whatpurpose?

1. To determine who isresponsible for the theft

2. To reveal the extent of theloss

3. To determine whatstructural damage was done

4. To use the findings asevidence in the event of acourt-martial

2-67. When can a ship’s store spacebe reopened for business afterbeing broken into?

1. After the personresponsible for the breakinis captured

2. After all disciplinaryaction as required by theUCMJ is resolved

3. After inventory isaccomplished andaccountabilityreestablished

4. After an action report isreceived by the commandingofficer from the NavalSupply Systems Command

2-68. Which of the following examplesof mishaps in the ship’s storeoperation would be consideredfraud?

1.

2.

3.

4.

The ship’s store officerchanges the ship’s storeafloat financial controlrecord and supportingdocuments to conceal alarge loss in the retailstoreThe leading Ship’sServiceman steals anexpensive watch during aworking party and reportsto the ship’s store officerthat the working partystole itThe retail store operatoris not ringing up all salesin the retail store and isplacing the excess amountof money in his or herpocketAll of the above

2-69. After the commanding officerreceives a report of fraud inthe ship’s store operation, heor she will direct the ship’sstore officer to conduct aninformal examination.

1. True2. False

Learning Objective: Identifythe general procedures used forinventorying and restocking thesales outlet. (cont’d)

19

2-70. Physical inventory is taken inthe retail store at which ofthe following times?

1. When the retail storeoperator is relieved

2. At the end of eachaccounting period

3. When directed to do so byhigher authority

4. All of the above

2-71. What individual is responsiblefor the inventory in the salesoutlets?

1. The ship’s store officer2. The leading Ship’s

Serviceman3. The sales outlet operator4. The ship’s store

recordskeeper

1.

2-72. When sufficient personnel arenot available for inventory,how many persons may beassigned to each inventoryteam?

1. One2. Two3. Three4. Four

2-73. Which of the followingindividuals may NOT be assignedto an inventory team?

1. An E-6 Storekeeper (SK)2. The ship’s store officer3. The ship’s store

recordskeeper4. An E-7 Mess Management

Specialist (MS)

2-74. The inventory layout sketch forone of the sales outlets willshow which of the followinginformation?

Personnel assignments2. Fixture numbers3. Stock arrangements4. All of the above

2-75. The layout sketch for eachsales outlet is prepared bywhat individual?

1. The sales outlet operator2. The ship’s store officer3. The leading Ship’s

Serviceman4. The ship’s store

recordskeeper

20

Assignment 3

Textbook Assignment: “Operation of the Sales Outlets (continued),” chapter 2,pages 2-25 through 2-34, and “Stowage,” chapter 3, Pages 3-1through 3-12.

Questions 3-1 through 3-36refer to chapter 2 of the text.

Learning Objective: Identifythe general procedures used forinventorying and restocking thesales outlet. (cont’d)

3-1. Before the actual inventorycounting begins, the salesoutlet operator shouldaccomplish which of thefollowing tasks?

1. Prelist the space beinginventoried

2. Stack all merchandiseneatly

3. Arrange similar itemstogether

4. All of the above

3-2. What reference should theretail store operator use as aguide when preparing stockrequirements for the retailstore?

1. Basic stock list2. NAVSUP P-4853. Ship ‘s Store Contract

Bulletin4. Ship’s Store Afloat Catalog

3-3. Within what temperature rangeshould the retail store be keptto protect perishable items?

1. 70°F to 75°F2. 65°F to 70°F3. 60°F to 65°F4. 55°F to 60°F

3-4. What individual approves thesanitation requirements foreach of the sales outlets?

1. The commanding officer2. The senior member of the

medical department3. The leading Ship’s

Serviceman4. The ship’s store officer

Learning Objective: Identifythe procedures used for theproper operation of the vendingand amusement machines.

3-5. The cash from the vendingmachine should be collected atwhich of the following timeswhile the ship is in port?

1. Daily and on weekends whenthe volume of businessexceeds $150

2. Before making repairs tothe coin mechanism or thevending machine

3. On the last business day ofthe month when it falls ona weekend or holiday

4. All of the above

3-6. The quantity of canned drinksin the custody of the vendingmachine operator is determinedat what frequency?

1. Weekly2. Monthly3. Quarterly4. Annually

21

3-7. During the daily collections of

3-8.

3-9.

the vending machine, the meterreading was 10295. If theprevious meter reading was09956 and the selling price percan was raised from 35 cents to40 cents at the time of thelast collection, how much cashshould be collected from thevending machine?

1. $115.602. $118.653. $135.604. $148.60

The vending machine operatorshould be issued money boxesfor use in the vending machinesby what individual?

1. The person responsible formaking collections

2. The disbursing officer3. The leading Ship’s

Serviceman4. The supply officer

The key that locks the moneybox into the vending machinewill be kept by whatindividual?

1. The ship’s store officer2. The cash collection agent3. The disbursing officer4. The vending machine

operator

In answering question 3-10,refer to the information in the

following paragraph.

You are the vending machine operatoron a large ship and you are deliveringthe locked money box to the personmaking collections. The vendingmachine from which you removed themoney box is not equipped with a meteror cash totalizer and you must computethe number of cans you sold. At thetime of the last collection there were112 cans in the vending machine. Atthe time of collection there are 95cans in the vending machine and youplaced 750 cans in the machine sincethe last collection.

3-10.

3-11.

3-12.

How many cans did you sellsince the last collection?

1. 5432. 7333. 7674. 957

When the ship’s store officeror cash collection agent is notaboard to accept the lockedmoney box and a nightdepository safe is notavailable, the vending machineoperator will turn the lockedmoney box over to the supplydepartment duty officer oranother commissioned officerfor safekeeping. Each time thevending machine operatordelivers a locked money box tothe duty officer, whataction must be taken?

1.

2.

3.

4.

The locked money box andmeter reading are turnedover to the duty officer,all cash is counted andverified, and a cash receiptis received by the vendingmachine operatorThe money box and the keysto the money box are turnedover to the duty officer,but the cash is not countedThe locked money box andmeter reading are turnedover to the duty officer,and an entry is made in themoney box log and signed bythe vending machineoperator and the dutyofficerThe locked money box isturned over to the dutyofficer for safekeepingwithout signing for orcounting the money

How are amusement machinesaboard ship acquired by theship’s store officer?

1. Purchased through aNAVRESSO Bulletin

2. Leased from the contractor3. Purchased using a special

DD Form 11554. Purchased through the

supply center using OPTARfunds

22

3-13. The amusement machine money box 3-16. What action should the vendingis secured using a keyless machine operator take to keepcombination lock and which of track of the canned sodasthe following items? placed in each vending machine

in a separate responsibility1. A restraining bar operation?2. A lead car seal3. A key-type padlock 1.4. A dead bolt lock

Learning Objective: Identify 2.the procedures used by theoperator when servicing andcaring for the vending machine.

3.3-14. What are the two primary jobs

of the vending machineoperator?

1. Filling and repairing thevending machine

2. Taking care of customer 4.complaints and repairingthe vending machine

3. Filling the vendingmachines and taking care ofcustomer complaints

4. Repairing and collectingmoney from the vendingmachines

3-15. What is the primary purpose oftimely schedules for refillingthe vending machines?

1. To increase profits2. To ensure maximum rotation

of products3. To ensure canned sodas are

cold at all times4. To ensure a continuous

supply of products andservices

Keep a daily record postedin the back of the sodastoreroom to account forthe canned sodas put ineach machineCarry a memorandum bookwith you at all times andlist the quantity of cannedsodas placed in eachmachine dailyMaintain a daily recordplaced on the inside ofeach vending machineindicating the date, type,and quantities of cannedsodas placed in eachvending machineFill out an Intra-StoreTransfer Data, NAVSUP Form973, each time sodas areplaced in a vending machineincluding the date, type,and quantity of cannedsodas placed in eachvending machine

23

IN ANSWERING QUESTIONS 3-17 THROUGH3-20, SELECT FROM COLUMN B THEPROBABLE CAUSE FOR THE PROBLEM LISTEDIN COLUMN A.

3-17.

3-18.

3-19.

3-20.

A. PROBLEMS

A vendingmachineaccepts acustomer’s$.50, butthe customerdoes not getany changeback eventhough theprice of thecanned sodais $.40

A customerreceives a

B. PROBABLECAUSES

1.

2.

3.

4.

Products werestacked inthe wrongslot

The sold-outlight isinoperative

The changelight isinoperative

The coinchanger isdirty

product otherthan the oneselected

A customer placesmoney in the vendingmachine, but it doesnot register becauseit gets stuck in thecoin mechanism

Customer placesmoney in the vendingmachine; the money isaccepted but when thecustomer pushes theselection button nothingcomes out

3-21. To make the job of cleaningunder and around the vendingmachine easier, the vendingmachine itself should bemounted on a stand so it isabout how many inches off thedeck?

1. 10 inches2. 12 inches3. 3 inches4. 6 inches

3-22. A cleaning record should bemaintained on the inside ofeach vending machine by theoperator. This record shouldbe kept current for how manydays?

1. 60 days2. 30 days3. 15 days4. 10 days

Learning Objective: Identifythe procedures for operatingthe snack bar aboard ship.

3-23. What is the primary objectiveof the snack bar aboard ship?

1. To promote morale2. To provide profits to the

recreation fund3. To provide crew members

with a convenient place togo for snacks after normalworking hours

4. To give the best possibleservice to the greatestnumber of customers

3-24. In determining the type ofservice to be rendered by thesnack bar aboard ship, you mustconsider the availability ofwhich of the following factors?

1. Equipment and space only2. Space and personnel only3. Personnel, time, and

equipment only4. Time, personnel, space, and

equipment

3-25. What is the operating goal forthe snack bar?

1. A 35 percent markup overthe cost of the items sold

2. The amount of money neededto purchase new supplies

3. The desired gross profitpercent

4. The gross amount of salesanticipated for theaccounting period

24

3-26. The operating goal for thesnack bar is established bywhat individual?

1. The ship’s store officer2. The supply officer3. The commanding officer4. The snack bar operator

In answering question 3-27,refer to the information in the

following paragraph.

You are determining the selling pricefor ice cream in the snack bar. Thecost of selling the ice cream is$1.20. The desired profit margin forthe snack bar is 35%.

3-27. What should the selling pricefor the ice cream be?

1. $1.852. $1.703. $1.654. $1.60

3-28. The Production Record, NAVSUPForm 241, is maintained todetermine the cost per portionof those items manufactured inthe snack bar. What individualmaintains the NAVSUP Form 241?

1. The office recordskeeper2. The cash collection agent3. The leading Ship’s

Serviceman4. The snack bar operator

3-29. How often will the ship’s storeofficer check the NAVSUP Form241?

1. Every time inventory istaken in the snack bar

2. Each accounting period3. Monthly4. Weekly

3-30. The value of retail items soldin the snack bar must becomputed at what minimumfrequency?

3-31. All cash collected from thesnack bar is included andrecorded with the sales fromthe retail store.

1. True2. False

3-32. When the snack bar is operatedby more than one person, howoften will cash be collected?

1. At the end of eachaccounting period

2. Monthly3. At the end of each shift4. Twice weekly

3-33. How often should arepresentative from the medicaldepartment aboard ship inspectthe snack bar for sanitationand cleanliness?

1. Once every 2 weeks2. Daily3. Monthly4. Weekly

3-34. Once the operator of the snackbar receives his or her initialphysical examination, how oftenthereafter is he or sherequired to receive anotherphysical?

1. Annually2. Every 6 months3. Each accounting period4. Monthly

3-35. Utensils used for serving icecream or frozen desserts mustbe kept in running water orwater maintained at whattemperature in betweenservings?

1. 200°F2. 180°F3. 160°F4. 130°F

1. Each accounting period2. Monthly or as required3. Weekly4. Daily

25

3-36. Once the equipment used tomanufacture ice cream iscleaned and disinfected, theinterior parts of the machinethat come in contact with theice cream can only be touchedby the operator’s hands atwhich of the following times?

1. When taking it apart toclean it

2. In between servings3. When adding additional mix4. All of the above

Questions 3-37 through 3-72refer to chapter 3 of the text.

Learning Objective: Determinethe general duties andresponsibilities of the bulkstoreroom custodian.

3-37. The responsibility foreffectively arranging stock inthe ship’s store storeroomsbegins with what individual?

1. The commanding officer2. The ship’s store officer3. The leading Ship’s

Serviceman4. The person in charge of the

storeroom

3-38. The bulk storeroom custodian isresponsible to what individualfor the stock in the bulkstoreroom?

1. Retail store operator2. Office supervisor3. Ship’s store officer4. Ship’s store recordskeeper

3-39. During the receipt of material,the bulk storeroom custodianwill accept responsibility andcustody for materials receivedonce he or she performs whichof the following actions?

1.

2.3.

4.

Signs and dates thedealer’s billSigns the receipt documentSigns the letter ofassignmentChanges the padlockcombination to the bulkstoreroom

3-40. The responsibilities of thebulk storeroom custodian areassigned in writing by whatindividual?

1. The leading Ship’sServiceman

2. The commanding officer3. The supply officer4. The ship’s store officer

3-41. Stowing materials in the bulkstoreroom not in the custody ofthe bulk storeroom custodian isacceptable under which of thefollowing conditions?

1. Just before deploymentoverseas

2. When the storeroom is notbeing inventoried

3. When stowage space islimited for one of theother supply divisions

4. When an emergency existsand the commanding officerauthorizes it in writing

3-42. What is the primaryresponsibility of the bulkstoreroom custodian?

1. Proper stowage, security,financial accountability,receipt, and expenditure ofall stock in the bulkstoreroom

2. Protection of stores fromdamage or deterioration

3. Arranging stock forbreakouts and inventories

4. Issuing stock to the retailstores

3-43. How should the storerooms benumbered on a ship with 10 ormore bulk storerooms?

1. By department code number2. By compartment and frame

number3. In numerical sequence4. By commodity number

Learning Objective: Identifyprocedures used for maintainingfinancial accountability formaterial in the custody of thebulk storeroom custodian.

26

3-44.

3-45.

3-46.

3-47.

The primary factor thatcontributes to inventoryshortages or overages in thebulk storeroom is lack ofinternal checks and controls.

1. True2. False

What should the bulk storeroomcustodian NEVER do whenreceiving material into thebulk storeroom?

1.

2.

3.

4.

Physically inspect themerchandise for qualityand damageMake sure the quantityreceived is the same asshown on the receiptdocumentChange the quantity shownon the receipt documentwhen it is not the same asthe quantity countedSign and date theaccountability stamp onthe receipt documentwithout counting themerchandise

When receiving stock into thebulk storeroom, the custodianwill obtain the retainedreceipt documents from which ofthe following files?

1. The outstanding purchaseorder file

2. The incoming material file3. The receipt inspector’s

file4. The accountability file

What action will the bulkstoreroom custodian take toaccept merchandise receipts?

1.

2.

3.

4.

Circle the quantityreceived on the receiptdocument and sign and datethe received blockCircle the quantityreceived on the receiptdocument and sign theaccountability stampCheck the quantitiesreceived and place initialsby each checkSign the accountabilitystamp only

3-48. While the working party ismoving materials from the pierto the bulk storeroom, which ofthe following personnel is/areauthorized inside the bulkstoreroom?

1. All personnel on theworking party

2. The leading Ship’sServiceman

3. Only those personnelauthorized by the bulkstoreroom custodian

4. The receipt inspector

3-49. What action should the bulkstoreroom custodian take whenthe quantity he or she countedis not the same as shown on thereceipt document?

1. Cross out the quantityshown on the receiptdocument, initial it, andenter and circle the actualamount received

2. Circle the quantity shownon the receipt document;the office will take careof the shortage

3. Circle the quantity shownon the receipt document andwrite the actual amountreceived above it

4. Leave the receipt documentblank until the ship’sstore officer recounts themerchandise

3-50. When may the bulk storeroomcustodian use the quantityindicated on the outside of thecontainer as his or her count?

1. When the case has beenopened

2. When the case has beenopened but taped shut

3. When the case has not beenpreviously opened

4. Both 2 or 3 above

3-51. What ship’s store term is usedto describe the movement ofretail items from the bulkstoreroom to the retail store?

1. Breakout2. Breakback3. Issue4. Transfer

27

3-52.

3-53.

3-54.

3-55.

Which of the following itemswould be issued from the bulkstoreroom?

1. Cigarettes for thecigarette machine

2. Snack bar ingredients3. Repair parts for the can

drink machine4. Retail items for the retail

store

What ship’s store term is usedto describe the movement ofstock from the sales outlet tothe bulk storeroom?

1. Breakout2. Breakback3. Issue4. Transfer

What portion(s) of theIntra-Store Transfer Data,NAVSUP Form 973, is/are givento the bulk storeroom custodianto move stock from the bulkstoreroom to the retail store?

1. Original only2. Original and duplicate only3. Original, duplicate, and

triplicate only4. Original, duplicate,

triplicate, andquadruplicate

What action will the bulkstoreroom custodian take oncehe or she has broken out themerchandise and recorded thequantities broken out on thebreakout document?

1. Sign and forward theoriginal to the receivingcustodian

2. Sign and forward theoriginal and all copies tothe ship’s store officer

3. Sign and forward theoriginal to the officerecordskeeper

4. Sign and forward thequadruplicate to the officerecordskeeper

3-56.

3-57.

3-58.

What portion of the NAVSUP Form973 is retained by the bulkstoreroom custodian for his orher records?

1. Original2. Duplicate3. Triplicate4. Quadruplicate

What scenario can the bulkstoreroom custodian expect toencounter if a discrepancy isnoted between quantities brokenout and quantities received?

1. Conduct an inventory of allitems located in thereceiving person’s space

2. Conduct an inventory of theitem discrepancy in thebulk storeroom and compareit to the inventoryquantities on thecorresponding Stock Record,NAVSUP Form 464

3. Survey the items missing,charging the Navy StockFund

4. Mark the items missing downto zero, charging Ships’Store Profits, Navy

Learning Objective: Identifythe purpose of and proceduresfor conducting spot checkinventories aboard ship andexplain the procedures forhandling tax-free tobaccoproducts.

What is the purpose of takingspot check inventories in thebulk storeroom?

1.

2.

3.

4.

To make sure inventorycount sheets are correctTo see what merchandiseneeds to be orderedTo see if there is anydifference between thequantity of stock in thebulk storeroom and thequantity shown on theNAVSUP Form 464To make sure the ship’sstore does not have anexcess inventory on anyship’s store items

28

3-59.

3-60.

3-61.

When will the ship’s storeofficer conduct spot checkinventories?

1. Daily2. Weekly3. Monthly4. At unannounced times

What are the proceduresnormally used for taking spotcheck inventories?

1.

2.

3.

4.

The bulk storeroomcustodian indicates thebalance on hand of eachitem on the Intra-StoreTransfer Data, NAVSUP Form973, after a breakout orissueThe bulk storeroomcustodian will receive alocally prepared spot checkinventory sheet from theship’s store officer andcount the items listed onitA two-count inventory isconducted with one personcounting and one recordingThe ship’s store officerselects certain items,enters them on an InventoryCount Sheet, NAVSUP Form238, and counts them

Tax-free tobacco products maybe sold in the ship’s storeonly when the ship is in whatlocation?

1. Outside the 3-mile limitof the United States

2. In international waters3. Inside a United States port4. Inside the 3-mile limit of

the United States

3-62. In addition to the normalship’s store inventory cycles,how often should tax-freecigarettes be inventoried?

1. When departing the 3-milelimit of the United Statesonly

2. When arriving within the3-mile limit of the UnitedStates only

3. When arriving within aCONUS port only

4. When departing from orarriving within the 3-milelimit of the United States

3-63. Tax-free tobacco products mustbe removed from the retailstore while the ship is in aUnited States port. Anexception to this rule would bewhen time does not warrantmoving the products and theship’s stay in port does notexceed how many days?

1. 5 days2. 10 days3. 15 days4. 30 days

3-64. Tax-free tobacco products neednot be inventoried when theship arrives within the 3-milelimit of the United States ifthe tax-free tobacco productsare stowed in a storeroomsecured by replacing the lockand attaching a numbered carseal. The above procedure isauthorized at the discretion ofthe commanding officer when theship is scheduled to departbeyond the 3-mile limit of theUnited States within whatmaximum time period?

1. 1 day2. 5 days3. 3 days4. 15 days

Learning Objective: Identifythe procedures and regulationsused to properly stow ship’sstore stock. (cont’d)

29

3-65. The stowage plans for the bulkstoreroom should be flexiblefor which of the followingpurposes?

1. To provide for changingconditions and requirements

2. To make sure space is usedto the maximum capacity

3. To prevent damage to stock4. To prevent overstocking the

storeroom

3-66. Your ship should begin planningfor the stowage of ship’s storestock within what range ofmonths before a scheduleddeployment?

1. 1 to 3 months2. 2 to 4 months3. 3 to 5 months4. 4 to 6 months

3-67. Which of the following factorswill help you in determining asuitable location to stowstock?

1. Size of the storeroom2. Storeroom location3. The characteristics of the

storeroom4. All of the above

3-68. What individual is responsiblefor preparing safetyprecautions for the bulkstoreroom?

1. The bulk storeroomcustodian

2. The office recordskeeper3. The ship’s safety officer4. The ship’s store officer

3-69.

3-70.

3-71.

3-72.

What part of your body shouldyou use to lift an object?

1. Your back2. Your arms3. Your shoulders4. Your legs

Which of the following actionsshould you avoid while carryinga load?

1.

2.

3.

4.

Carrying the load so youhave a clear view over thetop of the loadChanging directions whilemoving the load by movingyour feetChanging your grip whilecarrying the loadFacing the spot where youare going to-set the objectdown

In what priority should thebulk storeroom custodian issuestock from the bulk storeroom?

1. First in--first out2. First in--last out3. Last in--first out4. Issue the stock that is

easily accessible

When the bulk storeroomcustodian receives highlyperishable stock into the bulkstoreroom, what date should bemarked on each case?

1. Manufacturer’s date2. Date of the purchase order3. Receipt date4. Shipping date

30

Assignment 4

Textbook Assignment: “Stowage (continued),” chapter 3, pages 3-12 through 3-16;“Barbershop Service,” chapter 4, pages 4-1 through 4-7; and“The Ship’s Laundry,” chapter 5, pages 5-1 through 5-2.

4-1.

Questions 4-1 through 4-33refer to chapter 3 of the text.

Learning Objective: Identifythe procedures and regulationsused to properly stow ship'sstore stock. (cont’d)

What publication or instructionis used by the bulk storeroomcustodian to determine themanufacture date code on a caseof stock?

1. NAVSUP P-4852. NAVRESSOINST 4067.43. NAVSUP P-4874. NAVRESSO Publication 81

In answering question 4-2,refer to the following

paragraph and figure 4A.

You are the bulk storeroom custodianand you currently have three fullcases of Baby Ruth candy bars in yourstoreroom. The first case wasreceived on 1 April 1990 with amanufacture date of 10 March 1990.The second case was received on 1 May1990 with a manufacture date of 1March 1990. The third case wasreceived 1 February 1990 with amanufacture date of 15 January 1990.While you are deployed, you receive anadditional three cases of Baby Ruthcandy bars during an underwayreplenishment on 15 June 1990. Thesethree additional cases all have amanufacture date of 8 January 1990.

A. The third case received 1February 1990.

B. The first case received 1April 1990.

C. The three cases receivedwhile deployed on 15 June1990.

D. The second case received 1May 1990.

Figure 4A

4-2. Figure 4A lists the cases ofBaby Ruth mentioned in theparagraph, but not necessarilyin the order in which they shouldbe issued. In what order shouldthe bulk storeroom custodianissue the cases of Baby Ruth?

1. A, B, D, C2. A, C, B, D3. C, A, D, B4. C, D, A, B

4-3. The bulk storeroom custodianmay have difficulty gainingaccess to stock located in thebulk storeroom if he or sheperforms which of the followingactions?

1.

2.

3.

4.

Stows items with similarhandling requirementstogetherStows items with arecurring demand by theentrance to the bulkstoreroomStows an item of largequantity in one storeroomrather than two or morestoreroomsStows 1 case of one type ofitem behind 10 cases ofanother type of item in thesame stowage bin

31

Learning Objective: Identifythe correct procedures forarranging stock in the bulkstoreroom.

4-4. How should the bulk storeroomcustodian arrange the stock inthe bulk storeroom?

1. Container labels facing outand cases arranged by item,brand name, and date ofreceipt or manufacture

2. Container labels facingsideways with the date ofreceipt or manufacture dateshowing on the outside

3. Container labels facing outwith the date of receipt ormanufacture indicated onthe top of the case

4. Container labels facinginward and arranged by dateof receipt

4-5. What type of stock items shouldbe stowed in areas easilyaccessible to the custodian ofthe bulk storeroom?

1. Items that are similar2. Popular items3. Slow-moving items4. Breakable items

4-6. What stock item should bestowed in areas that provide abalance between requiredhandling and accessibility?

1. Hair spray2. 50-pound laundry sour3. Dial deodorant4. Bath soap

4-7. What type(s) of stock itemsshould be stowed together tomake the job of issuing andcontrolling these items easier?

1. Popular items2. Similar items3. Slow-moving items4. Light and heavy items

4-8.

4-9.

4-10.

4-11.

When conditions in the bulkstoreroom allow the positioningof an aisle between the itemsbeing stowed, how wide shouldthis aisle be?

1. 5 feet2. 2 feet3. 2 ½ feet4. 3 ½ feet

You have just received a largequantity of one stock item.When conditions allow, how manystorerooms should this stockitem be stowed in?

1. One storeroom2. Two storerooms3. Three storerooms4. Four or more storerooms

Fragile material should bestowed in which of thefollowing locations in the bulkstoreroom?

1. In a separate location,using empty cardboardcarton strips to fill inunused space

2. In the same location asheavy material

3. In the angle irons on thesides of the ship

4. On the deck gratings in therear of the storeroom

Learning Objective: Explainthe procedures for maintainingthe material condition of thebulk storeroom.

The custodian of the bulkstoreroom should notify whichof the following individualswhen there are damaged ordeteriorated items located inthe

1.2.

3.4.

bulk storeroom?

The supply officerThe ship’s storerecordskeeperThe custodian’s supervisorThe retail store operator

32

4-12. The cleaning and maintenance ofthe bulk storeroom is theresponsibility of whatindividual?

1. The damage control pettyofficer

2. The custodian3. The receipt inspector4. The retail store operator

4-13. How often should the bulkstoreroom be cleaned and swept?

1. Daily2. Twice weekly3. Weekly4. Monthly

4-14. How often should the custodianexamine electrical systems inthe bulk storeroom?

1. Daily2. Weekly3. Monthly4. Bimonthly

4-15. How often should the ship’sstore officer inspect the bulkstoreroom?

1. Each business day2. Twice weekly3. Weekly4. During the monthly zone

inspection

4-16. When the ship is expecting toget underway, the custodian ofthe bulk storeroom shouldnotify what individual once thestoreroom is prepared for sea?

1. The ship’s store officer2. The custodian’s supervisor3. The supply officer4. The officer of the deck

4-17. When possible, how often shouldthe bulk storeroom custodianventilate the bulk storeroom topermit good air circulation?

1. Daily2. Weekly3. Monthly4. Once per accounting period

Learning Objective: Explainthe procedures and precautionsused for stowing materialsthat require special handling.

4-18, When stowing stock with specialhandling requirements, which ofthethe

1.

2.

3.

4.

4-19. The

following factors shouldcustodian consider?

Hazards to personnel orfacilitiesShelf life so the oldeststock is issued firstTemperature control toprevent deteriorationAll of the above

requirements for stowage ofdangerous, semisafe, and safematerials are contained inwhich of the followingpublications?

1. Hazardous MaterialIdentification System(HMIS) List, DOD 6050.5

2. Afloat Supply Procedures,NAVSUP P-485

3. Food Service ManagementManual, NAVSUP P-486

4. Ship’s Store Afloat, NAVSUPP-487

4-20. Which of the followingcategories of materials must bestowed in the paint andflammable liquids storeroom?

1. Safe only2. Safe and semisafe3. Dangerous and safe4. Dangerous and semisafe

4-21. What atmospheric condition inyour storeroom may causepinholing in canned products?

1. High temperature2. Low humidity3. Low temperature4. High humidity

33

4-22. What is the maximum closed cupflash point a product can haveto be classified a flammableitem?

1. 100°F2. 160°F3. 200°F4. 220°F

4-23. What publication listsauthorized ship’s store itemsthat are classified asflammable stock?

1. NAVRESSO Pub 902. NAVRESSO Pub 433. NAVSUP P-4874. NAVSUP P-486

4-24. Flammable stock stowed in theretail store should be limitedto how many days’ sales?

1. 30 days2. 60 days3. 3 days4. 15 days

4-25. How should you arrange standardNavy clothing stock in the bulkstoreroom?

1. By manufacture date2. By size in stock number

order3. By purchase order number4. By style number

4-26. What is the ideal temperaturefor storerooms where foodproducts are stowed?

1. 60°F2. 65°F3. 70°F4. 75°F

4-27. When you are stowing cookies orcrackers in your storeroom,they will become stale rapidlywhen the storeroom humiditypercentage is greater than whatamount?

1. 50%2. 75%3. 80%4. 85%

4-28. What is the maximum recommendedstowage (a) temperature and(b) humidity for chocolate?

1. (a) 65°F (b) 75%2. (a) 65°F (b) 50%3. (a) 70°F (b) 50%4. (a) 70°F (b) 75%

4-29. Which of the following types ofcandy is more affected by highhumidity than by temperature?

1. Chocolate candy2. Nonchocolate candy3. Nougat4. Fudge

4-30. What date is used by thecustodian to determine theorder in which photographicfilm should be issued from thebulk storeroom?

1. Receipt date2. Order date3. Manufacture date4. Expiration date

4-31. When cigarettes are stowed inthe bulk storeroom, thetemperature in the storeroomshould not exceed what amount?

1. 60°F2. 65°F3. 70°F4. 75°F

4-32. What is the recommended way tostow canned drinks to preventthem from falling while theship is underway in high seasand at the same time to providegood air circulation?

1. Cross stack them2. Stack them so they are at

least 3 feet from theoverhead

3. Secure them on pallets ordeck grating with battens

4. Stack them togethertightly, bulkhead tobulkhead

4-33. What causes secondary damage ina stack of canned drinks?

1. Damaged and/or leaky cansor cases left in the stack

2. High temperature3. High humidity4. Cold ventilation

34

Questions 4-34 through 4-69refer to chapter 4 of the text.

Learning Objective: Explainthe organization andadministration of the afloatbarbershop.

4-34. The overall responsibility forthe administration andoperation of the afloatbarbershop rests with whatindividual?

1. The retail store operator2. The supply officer3. The barbershop supervisor4. The leading Ship’s

Serviceman

4-35. Services provided in thebarbershop should include whichof the following?

1. Regular haircut2. Afro haircut3. Tonic4. All of the above

4-36. What is the primary purpose ofthe afloat barbershop?

1. To provide haircuts toevery crew member before aninspection

2. To provide input to theNavy on personal groomingstandards

3. To provide the desiredhaircut of each individual

4. To provide a regulationhaircut to maintain thesmart appearance of Navymen and woman

4-37. As a barber, you should becomefamiliar with the Navy groomingstandards contained in whatpublication?

1. Navy Customer ServiceManual, NAVEDTRA 10119

2. Shi p’s Store Afloat, NAVSUPP-487

3. Navy Regulations, 1973NAVPERS 15665

4. Standard Organization andRegulations of the U.S.Navy, OPNAVINST 3120.32

4-38. To maintain a high quality ofservice in the barbershop, youmust become familiar with thestandards of service thebarbershop should provide tocustomers. What publication orinstruction will the barber useto learn the barbershopstandards of service?

1. NAVEDTRA 10119-B2. OPNAVINST 3120.323. NAVPERS 156654. NAVSUP P-487

4-39. Which of the followinginstructions are used to assistshipboard barbers in performingtheir duties properly?

1. Supply departmentinstructions

2. Ship’s instructions3. Medical instructions4. All of the above

4-40. Which of the followinginstructions should be postedinside the barbershop for allbarbers to see?

1. Ship’s instructions2. Supply department

instructions3. Medical instructions4. Both 2 and 3 above

4-41. The barbershop supervisor isresponsible directly to whatofficer for the satisfactoryoperation of the barbershop?

1. The supply officer2. The medical officer3. The executive officer4. The commanding officer

4-42. What is the primary job of thebarbershop supervisor?

1. To make sure courtesy andmilitary etiquette aremaintained in thebarbershop at all times

2. To make sure security ismaintained in thebarbershop

3. To make sure supplies areordered

4. To make sure all barbersare using proper barberingtechniques

35

Learning Objective: Identifythe barbershop spacerequirements and the importanceof customer service.

4-43. Which of the following actionsby the barber could cause apoor relationship between thebarbershop and the ship’s crew?

1. Answering the phone usingmilitary courtesy

2. Showing no favoritismbetween customers

3. Opening the barbershop late4. Attending to complaints of

customers

4-44. While servicing a customer inthe barbershop, which of thefollowing actions should youAVOID?

1. Carrying on a conversationwith another barber whilecutting a customer’s hair

2. Discussing family problemswith the customer

3. Criticizing another barberin front of a customer

4. All of the above

4-45. The barbershop should planservices so quality and promptcustomer service is given toevery individual. To do this,how often should the barbershopplan to give a haircut to eachcrew member?

1. Once every 7 days2. Once every 2 weeks3. Once every 10 days4. Once a month

4-46. How much time should be allowedfor each barber to service onecustomer?

1. 10 minutes2. 15 minutes3. 20 minutes4. 30 minutes

4-47. The barber should control theatmosphere within thebarbershop by keeping the airat what temperature?

1. 60°F2. 65°F3. 70°F4. 75°F

4-48. When the barbershop is equippedwith more than one barberchair, how far apart should thebarber chairs be spaced?

1. 5 ½ to 6 feet2. 4 ½ to 5 feet3. 3 ½ to 4 feet4. 2 ½ to 3 feet

4-49. How many barber chairs shouldbe available for a ship with900 personnel attached?

1. One2. Two3. Three4. Four

4-50. When, if ever, should aseparate barbershop be providedon ships that carry troops?

1. When deployed overseas2. When one barber chair is

required for the troops3. When two or more barber

chairs are required forthe troops

4. Never

4-51. A barber standing for severalhours at a time can put addedstress on the body. Which ofthe following rules should thebarber follow to help relievesome of the added stress?

1. Keep the stomach held in2. Keep the shoulders back3. Carry the weight of the

body on the balls of thefeet

4. All of the above

Learning Objective: Explainthe procedures for schedulingappointments in the barbershop.

36

4-52. What is the primary purpose ofscheduling appointments in thebarbershop?

1. To distribute work evenlybetween barbers

2. To provide better serviceto the customer

3. To limit the number ofcustomers at any one time

4. To resolve complaints ofcustomers about notreceiving a haircut

4-53. When using the appointmentsystem in the barbershop, whatis the best time for the barberto post his or her appointmentsheet?

1. The day before thescheduled time of thehaircut

2. 2 days before thescheduled day of thehaircut

3. The week before theappointment

4. Monthly

4-54. What action should the barbertake when several crew membersmiss their appointments?

1. Cut down on the hours ofoperating the barbershop

2. Give the names of the crewmembers to the responsibledivision officer

3. Change from the appointmentschedule to the divisionschedule

4. Do not serve those crewmembers missingappointments

4-55. When the division schedule isused in the barbershop, whatindividual controls thescheduling of appointments foreach division?

1. The barbershop supervisor2. The division petty officer3. The supply officer4. The leading Ship’s

Serviceman

4-56. How long should the barbershop

4-57.

4-58.

4-59.

4-60.

supervisor retain the used -

appointment sheets in thebarbershop?

1. 1 month2. 2 weeks3. 5 days4. 10 days

Learning Objective: Identifythe principles and techniquesused in maintaining barbershopsanitation.

What is the main purpose ofbarbershop sanitation?

1. To keep the barbershopclean

2. To prevent the spread ofinfectious diseases

3. To prolong the life ofbarbering equipment

4. To keep the barberingequipment clean

How often should a member ofthe medical department aboardship inspect the barbershop?

1. Weekly2. Twice weekly3. Monthly4. Quarterly

After barbers receive theirinitial physical examination,how often thereafter shouldthey receive another one?

1. Each time they become ill2. Monthly3. Every 6 months4. Annually

Barbershop sanitation isrequired to control what typeof bacteria that producediseases in the barbershop?

1. Nonpathogenic2. Chromosome3. Pathogenic4. Photosynthetic

37

Which of the following4-61.

4-62.

4-63.

4-64.

4-65.

disinfectants is/are used inthe afloat barbershop fordisinfecting metallicinstruments?

1. Clippercide spray 4-in-1.approved by the EPA with anEPA registration number

2. Formalin solution (10percent solution offormaldehyde)

3. Formaldehyde tablets4. All of the above

When the workload in thebarbershop is light and thedisinfectant solution does nothave to be changed daily, howoften should it be changed?

1. Weekly2. Twice weekly3. Monthly4. Bimonthly

Nonmetallic instruments such ascombs should be immersed in adisinfectant solution for whatminimum time period beforereusing?

1. 10 minutes2. 15 minutes3. 20 minutes4. 30 minutes

How often should metallicinstruments in the barbershopbe disinfected?

1. After each use betweencustomers

2. Once daily3. Twice daily4. Twice weekly

How many combs at a minimumshould each barber have inorder to provide propersanitation between customers?

1. Five2. Two3. Three4. Seven

4-66. How many customers can beserved with one individual neckstrip?

1. One2. Two3. Three4. Four or more

4-67. How often should the barberchange the covering cloths inthe barbershop?

1. Daily2. Twice a week3. Weekly4. Twice a month

4-68. The pressure of the compressedair used to remove hair fromthe customer should be nogreater than what psi?

1. 5 psi2. 10 psi3. 15 psi4. 30 psi

4-69. A barber should not providecustomer service to anyindividual who has any kind ofsore or diseases on the scalpor the back of the neck withinthe hairline.

1. True2. False

� Questions 4-70 through 4-75refer to chapter 5 of the text.

Learning Objective: Explainthe organization andadministration of the afloatlaundry. (cont’d)

4-70. What is the primary purpose ofusing the workflow concept inthe ship’s laundry?

1. To allow more time fortraining personnel

2. To reduce normal workinghours

3. To provide good rotationfor personnel

4. To provide efficientproduction

38

4-71. Based on Navy guidelines, how 4-73. What publication ormany laundry personnel would besufficient to operate a ship’slaundry serving 500 officer andenlisted personnel?

1. Five2. Two3. Three4. Four

4-72. Which of the following 4-74.personnel would be assignedsuch duties as preparinglaundry schedules, seeing thatequipment is properlymaintained, ordering supplies,and training personnel in theship’s laundry?

1. The bulk storeroomcustodian

2.4-75.

The supply officer3. The ship’s store

recordskeeper4. The laundry supervisor

instruction should you use tofind the safety precautionsthat apply to shipboardlaundries?

1. NAVRESSOINST 4067.42. NAVMED P-50103. NAVSUP P-4854. OPNAVINST 5100.19

What individual is responsiblefor preparing the sanitationrequirements for the shipboardlaundry?

1. The medical officer2. The supply officer3. The ship’s store officer4. The laundry supervisor

How often should the ship’sstore officer inspect theship’s laundry?

1. Each business day2. Twice weekly3. Weekly4. Monthly

39

Assignment 5

Textbook Assignment: “The Ship’s Laundry (continued),” chapter 5, pages 5-6through 5-28.

Learning Objective: Explainthe organization andadministration of the afloatlaundry. (cont’d)

5-1. What officer aboard ship mayauthorize the collection ofmonthly charges for servicesprovided in the ship’s laundry?

1. The ship’s store officer2. The supply officer3. The commanding officer4. Each of the above

IN ANSWERING QUESTIONS 5-2 THROUGH5-5, SELECT FROM COLUMN B THE LOGTHAT IS USED FOR THE PURPOSE SHOWNCOLUMN A.

5-2.

5-3.

5-4.

5-5.

A. PURPOSES B. LOGS

IN

To record 1. Heat stresshistoricalrepair data 2. Bulk work

To keep a 3. Equipmentrecord of the maintenancetemperaturein the ship’s 4. Press decklaundry

To keep a record ofdivisional laundry

To record individualofficer’s and chiefpetty officer’s lots

5-6. How often should the laundrysummary sheet be prepared andsubmitted to the supplyofficer?

1. Daily2. Weekly3. Monthly4. Quarterly

5-7.

5-8.

5-9.

5-10.

The ship’s laundry should notbe used after normal workinghours unless final approval isobtained from what individual?

1. The ship’s store officer2. The duty supply officer3. The duty Ship’s Serviceman4. The executive officer

Learning Objective: Identifythe procedures for preventingheat stress injuries in theship’s laundry.

What publication or instructionshould you reference for therequirements of the Navy heatstress program?

1. NAVSUP P-4852. NAVRESSO Pub 173. OPNAVINST 3120.324. OPNAVINST 5100.20

A dry bulb thermometerbe permanently mountedwhich of the followingareas?

1. The receiving area2. The issuing area3. The wash and press

areas4. All of the above

shouldnearlaundry

deck

How often should temperaturesin the laundry be taken andrecorded in the heat stresslog?

1. Once daily2. Twice daily3. Once every 6 hours4. Once every 4 hours

40

5-11. You should evacuate the ship’slaundry until a heat stresssurvey is conducted when thetemperature in the laundryreaches what maximumtemperature?

1. 85°F2. 90°F3. 95°F4. 100°F

5-12. A heat stress survey wasconducted in the ship’s laundryby the medical officer. It wasdetermined that the stay timewould be 2 hours. How longshould the recovery time be?

1. 8 hours2. 2 hours3. 6 hours4. 4 hours

Learning Objective: Identifythe procedures for stowing andhandling supplies in the ship’slaundry.

5-13. The supplies stowed in thelaundry should be limited tothe amount required for whattime period?

1. 1 week2. 2 weeks3. 1 day4. 1 month

5-14. How should the supplies in theship’s laundry be stowed?

1. In separate covered metalbins using a bin liner orplastic bag

2. In the receiving area inthe original container

3. On the wash deck in acardboard container nearthe washer extractor

4. On the wash deck in theoriginal closed container

5-15. Which of the following actionsshould you take to preventpowdered laundry supplies frombecoming hard or lumpy?

1. Store them in a cool space2. Keep them well covered3. Keep them dry4. All of the above

5-16. What determination should youmake before disposing of anylaundry chemicals at sea orin port?

1. The stowage requirements ofthe chemical

2. The hazardous priorities ofthe chemical

3. The shelf life of thechemical

4. The age of the chemical

5-17. To what publication should yourefer for the classificationand stowage requirements forshipboard consumables?

1. NAVSUP P-4852. NAVSUP P-4873. NAVSUP P-49984. HMIS, DOD 6050.5

Learning Objective: Identifythe basic procedures forreceiving and identifying lots.

5-18. The receiving laundry person isresponsible for which of thefollowing duties?

1. Receiving lots2. Marking lots3. Classifying lots4. All of the above

5-19. What individual will thereceiving laundry personcontact to resolve problemswith the pickup of cleanlaundry?

1. The ship’s store officer2. The divisional laundry

petty officer3. The leading petty officer

of each division4. The leading Ship’s

Serviceman

5-20. The receiving laundry personshould not accept divisionallaundry bags over what weightlimitation?

1. The washer extractorcapacity

2. 60 pounds80 pounds

4. 100 pounds3.

41

5-21.

5-22.

5-23.

5-24.

5-25.

What is the primary problemwith handling lots in theship’s laundry?

1. Marking them2. Identifying them3. Classifying them4. Damaging them

What individual is responsiblefor stenciling the clothingin divisional bulk lots?

1. The divisional laundrypetty officer

2. The receiving laundryperson

3. Each enlisted person4. The laundry supervisor

What individual is responsiblefor making sure only properlystenciled clothing is acceptedwithin each division?

1. The laundry supervisor2. The leading petty officer

of each division3. The divisional laundry

petty officer4. The receiving laundry

person

Personnel working on the washdeck should use identificationmarkers or flags to identifywhich of the following types oflaundry within the washerextractor?

1. Officers’ uniforms2. Bulk lots

Individual lots4. All of the above

Learning Objective: Identifythe basic procedures forreceiving and identifyingindividual lots.

What should you do if you havemore individual lots than youhave assembly bins?

1. Set up two lots daily2. Only do the lots you have

enough assembly bins for3. Increase the amount of

times individual lots aredelivered each week

4. Put two lots in eachassembly bin

5-26.

5-27.

5-28.

5-29.

5-30.

What form is used by officersand CPOs to identify the itemsthey have sent to the laundryfor processing?

1. NAVSUP Form 2332. NAVSUP Form 2353. NAVSUP Form 2364. NAVSUP Form 238

The receiving laundry personwill classify all items in theindividual lots according tothe wash formula that will beused.

1. True2. False

Clothes may be effectivelywashed in nets providing whatprecaution is taken?

1. Use nylon net bags2. Put several size items in

each bag3. Load the nets properly4. Use woven nets

What is the maximum load for a24-inch by 36-inch net bag?

1. 12 pounds2. 10 pounds3. 8 pounds4. 5 pounds

What is the laundry mark forSHCS George D. Mills,224-56-8757?

1. 2245687572. M-2245687573. D-87574. M-8757

3.

42

5-31. What is the correct procedurefor handling differencesbetween the laundry’s count ofan individual lot of laundryand the customer’s count?

1.

2.

3.

4.

The laundry supervisorchecks the count, entersthe correct count on thelaundry list, circles andinitials the customer’scount, and informs thecustomer of the differencethrough the individual whodelivered the lotThree people in the laundrycheck the count, inform thelaundry supervisor of thedifference, and change andinitial the changes on thelaundry listThe laundry supervisorreturns the individual lotto the customer for arecountThe laundry persondiscovering the differencenotes it on the laundrylist and logs it in thepress deck log

Learning Objective: Identifythe procedures for using themarking machine in the ship’slaundry.

5-32. Which of the following itemsare not marked individually inthe laundry but are placed in aseparate net bag?

1. Undershirts2. Handkerchiefs3. Trousers4. Tropical shorts

5-33. While using the laundry markingmachine, how should you bringthe material you are marking incontact with the type?

1. By raising the inking arm2. By raising the printing

lever forward3. By pressing the printing

lever backward4. By pressing the printing

lever downward

5-34. What should the laundry persondo to prevent wrinkling theribbon while setting the typehandles of the marking machine?

1. Use both hands2. Have the printer arm in the

downward position3. Move the type handles with

the printer arm in thecenter position

4. Keep the printer arm in theupright position

5-35. Which of the following toolsshould you use to clean thetype on the marking machine?

1. Wire brush2. Sponge3. Chamois cloth4. Scrub pad

5-36. What action, if any, should thelaundry supervisor take whenthe marking machine in theship’s laundry breaks down?

1. Use a fine point ink pen tomark items

2. Use a laundry marking penavailable through theretail store

3. Use identification markersand tags

4. None; no marking is doneuntil the laundry markingmachine is repaired

Learning Objective: State theprimary goal of the washingprocess and identify thevarious types of soil and thegeneral precautions taken whenwashing different fabrics.

5-37. What is the primary goal of thewashing process?

1. To wash the clothing andhave zero laundry claims

2. To strengthen and beautifythe appearance of clothing

3. To remove all soil fromclothing being washed

4. To wash and return all theclothing to the ownerwithin 24 hours

43

IN ANSWERING QUESTIONS 5-38 THROUGH5-41, SELECT FROM COLUMN B THE TYPE OFSOIL THAT IS DESCRIBED IN COLUMN A.

A. DESCRIPTIONS B. SOILS

5-38. Soil that 1. Waterincludes a solublevarietyof substances 2. Chemicalsuch as solublestarch, syrups,catsup, and 3. Specialso forth andis removed 4. Insolubleduring thenormal launderingprocess

5-39. Soil that includessuch things as paint,ink, adhesives, andso forth, and cannotbe removed during thenormal launderingprocess but maypossibly be removedusing spotting operations

5-40. Soil that includes themajority of soilsremoved in the laundry;most of these typesof soils are readilydispersed during thewash cycle, but theytend to contribute tofabric damage due tofiber abrasion

5-41. Soil that includessubstances such as greaseand oils, is usually notsoluble or dissolvable whenwashing, and may requirespecial treatment

5-42. Color transfer is primarilycaused on fabrics when thelaundry person on the wash deckdoes not accomplish which ofthe following actions?

1. Loading the washer properlyand according to weightlimitations

2. Adding sour according tothe wash formula

3. Extracting the clothesproperly

4. Classifying the clothesproperly

5-43. What action by the laundryperson may cause theredepositing of soil on theclothing during the wash cycle?

1. Washing a light load ofdungaree trousers withblack socks

2. Washing white and coloredfabrics together

3. Washing heavily soiledclothing with lightlysoiled clothing

4. Washing lightly soiledfabrics together

5-44. When should the laundrychemicals come in contact withthe fabrics in the washerextractor?

1. Before the water is added2. After the first bath3. As soon as the water is

added4. After the correct water

level is reached

Learning Objective: Identifythe various laundry chemicals,types of wash water, and theformulas used in washingfabrics in the ship’s laundry.

5-45. What type of water is mostsuitable for washing clothes inthe ship’s laundry?

1. Soft water2. Salt water3. Hard water4. Chlorinated water

5-46. What type of treatment isrequired for permanently hardwater?

1. Exchanging the compoundscontained in the water

2. Boiling it3. Using lime soaps during

washing4. Distilling or adding

special chemicals

44

5-47. How is seawater made usableaboard ship?

1. Using the base exchangemethod of purification

2. Changing the compounds ofsodium in the seawater tocompounds of calcium andmagnesium

3. Using the distillationmethod

4. Adding chloride andremoving the sodium

5-48. Detergent/oxygen bleach is apowdered substance used safelyfor laundering which of thefollowing types of fabrics?

1. Colored2. Cotton3. Synthetic4. All of the above

5-49. Based on a washer extractorwith a 100-pound washingcapacity, how muchdetergent/oxygen bleach shouldbe added to the wash cycle whenusing seawater?

1. 12 ounces2. 16 ounces3. 20 ounces4. 32 ounces

5-50. The wash formulas should beposted in what area of thelaundry?

1. The issue room2. The wash deck3. The press deck4. The receiving area

5-51. What wash formula, if any,should you use when washingwhite certified Navy twilluniforms?

1. Washing formula #12. Washing formula #23. Washing formula #34. None; dry clean only

5-52. How many times per wash shouldyou rinse the clothing?

5-53. What action should the laundryperson take when the clothingis washed according to the washformula and still does not comeout clean?

1. Rinse them again manually2. Soak them in the washer

overnight and rinse andextract them in the morning

3. Wash them again increasingthe amount of chemicaladditives

4. Wash them again accordingto the appropriate washformula

5-54. Which of the followingconditions should be eliminatedwhen laundry sour is added tothe wash cycle properly?

1. Remaining alkalies2. Rust or yellow

discoloration3. Unsterilized clothes4. All of the above

5-55. Laundry starch can be used toimprove appearance and givebody to which of the followingtypes of fabrics?

1. Certified Navy twillproducts

2. Cotton products3. Work clothes4. All of the above

Learning Objective: Determinethe procedures for using andoperating the Dyna wash washerextractor.

5-56. Why is the cylinder on thewasher extractor perforated?

1. To allow water and suds inthe bottom of the shell toenter

2. To saturate the clothes3. To clean the clothes during

the washing process4. To reduce the weight of the

machine

1. Whatever the wash formulaindicates

2. As many rinses as needed toget the clothes clean

3. Three times a wash4. Four times a wash

45

5-57. What switch on the Dyna Washenergizes the power to thecontrol panel and theprogrammer?

1. Master switch2. Control switch3. Wash switch4. Timer switch

5-58. When loading or unloading thewasher extractor, the washercylinder door can be lined upwith the outer shell door bydepressing either the forwardor reverse switch with whatother switch?

1. Drum control switch2. Signal switch3. Jog switch4. Extract switch

5-59. The timer wheel on theprogrammer will not begin tomove until which of thefollowing switches areenergized?

1. Timer switch2. Master switch3. Control switch4. All of the above

5-60. What indicator light will lightup and alert laundry personnelwhen the automatic cycle iscomplete by sounding a bell?

1. Signal indicator light2. Master indicator light3. Wash indicator light4. Timer indicator light

5-61. What safety device is installedon the inside of the washerextractor programmer to protectlaundry personnel fromelectrical shock when theprogrammer door is opened?

1. Vibration switch2. Interlock switch3. Microswitch4. Control switch

5-62. What source(s) is/are used as aguideline for cutting theprogram chart?

1. The Navy wash formula2. Instructions provided by

the Navy exchange3. Instructions contained in

the technical manual4. Charts available from the

supply system

In answering questions 5-63 and5-64, refer to the following

paragraph.

You are setting the temperaturecontrol on a 100-pound washerextractor for a load of laundry thatwill be washed using Navy wash formulaI.

5-63.

5-64.

5-65.

At what temperature should theblack pointer on thetemperature control be set?

1. 90°F2. 120°F3. 130°F4. 160°F

At what temperature should thered pointer on the temperaturecontrol be set?

1. 160°F2. 140°F3. 130°F4. 120°F

What switch on the Dyna Washwasher extractor prevents theouter shell door from openingduring extraction?

1. Jog switch2. Interlock switch3. Control switch4. Vibration switch

Learning Objective: Determinethe procedures for washing withthe Dyna Wash washer extractor.

46

A.

B.

C.

D.E.F.G.

H.I.

J.

K.

L.

STEPS IN OPERATINGTHE WASHER EXTRACTOR

Turn off the controlswitch.Check and securely latchthe door to each cylinder.Energize the controlswitch, making sure noother switches areenergized while doing so.Close the outer shell door.Open the shell door.Load the washer extractor.Rotate the cylinder bydepressing the jog switchwith the forward or reverseswitch to adjust eachcylinder door for loading.Open the cylinder door.Add the required suppliesto the automatic dispenser.Mark on the washer withchalk the contents of eachpocket.Adjust the drum controldisk.Energize the controlswitch, master switch, andtimer switch in that order.

Figure 5A

IN ANSWERING QUESTION 5-66,REFER TO FIGURE 5A.

5-66. Figure 5A contains some of thesteps used in the automaticoperation of the Dyna Washwasher extractor, but notnecessarily in the correctorder. In what order shouldthe steps be taken?

1. C, E, G, H, F, A, B, D, J,I, L, K

2. E, C, G, A, H, F, J, B, D,I, K, L

3. K, L, J, E, A, G, H, F, B,D, I, C

4. L, K, I, A, E, G, H, F, J,B, D, C

5-67.

5-68.

5-69.

5-70.

5-71.

What safety precautions shouldyou take when unloading thewasher extractor?

1. Turn the controls offbefore placing your handsinside the washer cylinderor shell

2. Line up the openings in theshell and cylinder

3. Use the safety switches4. Secure the door latches

When should you use the manualmode when washing clothing?

1. When the workload is veryheavy

2. When washing heavily soiledclothing

3. When the automatic timer isinoperative

4. All of the above

What is the ideal steampressure for operating thewasher extractor?

1. 200 psi2. 120 psi3. 100 psi4. 80 psi

When loading the Dyna Washwasher extractor, you shoulddivide the wash load into threepiles. The weight differencebetween each of these pilesshould not exceed what percent?

1. 5%2. 10%3. 15%4. 25%

Which of the following safetyprecautions should you takebefore opening the outer shelldoor to the washer extractor?

1.

2.

3.

4.

Make sure the controlswitch is onOpen the shell door whilethe cylinder is moving onlywhen all switches have beende-energizedDe-energize all switchesand wait for the cylinderto come to a complete stopWhen the signal switchlights and sounds the bell,open the programmer doorand then the shell door

47

Learning Objective: Determinethe procedures for operatingthe Milnor washer extractor.(cont’d)

IN ANSWERING QUESTIONS 5-72 THROUGH5-75, SELECT FROM COLUMN B THE CONTROLON THE MILNOR WASHER EXTRACTOR THAT ISMOST SUITABLE FOR THE PURPOSE LISTEDIN COLUMN A.

A. PURPOSES B. CONTROLS

5-72. Controls the 1.power to thewash, drain,and extractmotors 2.

5-73. Controls thewater 3.temperature

5-74. Used to 4.cancel andsignal whathas been calledfor on the program

Temperaturecontrolswitches

Masterswitch

Motorswitch

Signalswitch

chart so the Milnormotor can resumeoperation

5-75. Controls the powerto the Milnor washerextractor

48

Assignment 6

Textbook Assignment: “The Ship’s Laundry (continued),” chapter 5, pages 5-29through 5-56.

Learning Objective: Determinethe procedures for using theMilnor washer extractor.(Cont’d)

6-1. The thermometer on the Milnorwasher extractor is used tocontrol the water temperature.What does the green pointer onthe thermometer control orindicate?

1. Indicates the actual watertemperature

2. Controls the highertemperature

3. Controls the lowertemperature

4. Indicates the highertemperature

6-2. What is the minimum airpressure required for theMilnor washer extractor tooperate properly?

1. 160 psi2. 120 psi3. 100 psi4. 80 psi

Learning Objective: Identifythe controls and indicators forthe tumbler dryer and what theyare used for.

6-3. What control(s) on the tumblerdryer is/are used to regulatethe length of time a load willbe reduced in temperature?

1. Drying timer2. Temperature regulator3. Damper controls4. Cooling timer

6-4.

6-5.

6-6.

6-7.

6-8.

6-9.

What control(s) on the tumblerdryer is/are used to regulatethe inlet air temperature?

1. Temperature regulator2. Damper controls3. Thermometer4. Drying timer

What control(s) on the tumblerdryer set(s) the desired outletair temperature?

1. Thermometer2. Temperature regulator3. Drying timer4. Damper controls

What would be the desiredtemperature range for thetumbler dryer during the dryingprocess?

1. 100°F to 120°F2. 120°F to 140°F3. 140°F to 160°F4. 160°F to 180°F

Under normal conditions, thedrying timer should be set forhow many minutes?

1. 10 minutes2. 15 minutes3. 20 minutes4. 30 minutes

The cool-down timer should beset for what amount of time?

1. 5 minutes2. 10 minutes3. 15 minutes4. 20 minutes

In addition to the cool-downtimer, what control(s) on thetumbler dryer must be adjustedduring the cool-down cycle?

1. Damper controls2. Drying timer3. Thermometer4. Heating coils

49

6-10.

6-11.

6-12.

6-13.

Which of the following factorsmay cause the clothes to becomewrinkled during the dryingcycle?

1.

2.

3.

4.

You

Clothes were not starchedduring the washing processClothes were improperlywashedDryer temperature is toolowDryer is overloaded

have just removed somefreshly laundered heavyclothing items from the washerextractor. To make pressing ofthese items easier, you shouldpartially dry them in thetumbler dryer for what maximumtime period?

1. 10 minutes2. 8 minutes3. 6 minutes4. 4 minutes

In what order, if any, shouldlots be delivered to the nextprocessing station after dryingthem in the tumbler dryer?

1. In alphabetical order bydivision

2. By lot number3. In the order in which they

were received4. None; no order is necessary

Learning Objective: Determinethe precautions taken toprevent laundry tumbler dryerfires.

What is the primary cause ofshipboard laundry fires?

1. Spontaneous combustion ofresidual soil in clothing

2. Human error or negligence3. Improper washing, rinsing,

or extracting of clothes4. Improper cleaning of

laundry lint traps

6-14.

6-15.

6-16.

6-17.

6-18.

How often should the primarylint traps on the tumbler dryerbe cleaned?

1. After each dryer load2. Every 2 hours3. Every 6 hours4. Every 4 hours

What is the primary purpose ofthe secondary lint trap?

1. To cut down on the amountof lint entering thetumbler dryer

2. To keep the steam coilsclean of lint and dirt

3. To protect the ship’sexhaust blowers

4. To help cut down on thebuildup of lint in theducting

How often should the steamcoils on the tumbler dryer beinspected for cleanliness?

1. Daily2. Twice weekly3. Monthly4. Every 4 hours

How often should the exhaustducts and vents in the ship’slaundry be inspected andcleaned?

1. Quarterly2. Monthly3. Weekly4. Daily

Learning Objective: Identifythe parts of the flatworkironer and the safetyprecautions that apply to theiruse.

For what pressing task is theflatwork ironer primarily usedin a large afloat laundry?

1. Pressing khaki shirts2. Pressing tablecloths and

bed linens3. Pressing khaki trousers4. Pressing handkerchiefs,

hand towels, aprons, andundershirts

50

IN ANSWERING QUESTIONS 6-19 THROUGH6-22, SELECT FROM COLUMN B THE PART OFTHE FLATWORK IRONER THAT IS USED FORTHE PURPOSE INDICATED IN COLUMN A.

A. PURPOSES B. PARTS

6-19.

6-20.

6-21.

6-22.

6-23.

6-24.

6-25.

Smooths and 1.flattens theflatworkagainst the 2.steam-heatedcylinder

3.Catches allfinishedmaterial 4.

Carries andleads the flatworkinto the ironerover the cylinder

Holds the flatwork

Feedribbons

Paddedrolls

Returnribbons

Deliverytable

against the undersideof the heated cylinderand passes it back tothe front

Which of the following parts ofthe flatwork ironer prevent(s)the hand of the operator fromgetting near the paddedpressure rolls?

1. The feed ribbons2. The finger guard3. The apron4. The removable cover

What control on the flatworkironer engages the compressionroll?

1. The start button2. The drive roll3. The speed control lever4. The foot pedal

How often should you check thesafety finger guard on theflatwork ironer to make sure itis working properly?

1. Every shift2. Twice weekly3. Monthly4. Quarterly

6-26.

6-27.

6-28.

What will happen if you touchthe safety finger guard on theflatwork ironer while theironer is operating?

1. The flatwork ironer willadjust to the next lowerspeed

2. The compression roll willdisengage

3. An alarm will alert the user4. The flatwork ironer will

stop

What action should you take ifsome linen becomes jammed inthe flatwork ironer?

1. Disengage the compressionroll and pull the linen out

2. Put on a pair of safetygloves, turn the speedcontrol lever in reverse,and slowly pull the linenOut

3. Put on safety gloves andtry to remove the linenwhile the flatwork ironeris running in the fastspeed

4. Shut the ironer off at thepower source, release thecompression rolls, allowthe ironer to cool, andremove the jammed linen

When, if ever, may you operatea flatwork ironer with a faultysafety finger guard?

1. When the workload is heavyand you are behind schedule

2. When there are two or morepersons present at theflatwork ironer in case ofan emergency

3. Only when a person isstanding by the emergencystop button ready to cutthe power off

4. Never

Learning Objective: Identifythe procedures for operatingthe flatwork ironer.

51

6-29. What are the proper proceduresfor preheating the flatworkironer?

1. Keep the main steam valvepartially open for 20minutes and then open itall the way for another 25minutes

2. Open the steam valveone-half a turn first andgradually allow steam toenter the cylinder;continue to open the steamvalve slowly until it isopen all the way

3. Turn the steam valve on allthe way and allow 45minutes for the cylinder toheat

4. Bring the cylinder incontact with the paddedrolls, keep the main steamvalve partially open for 10minutes, and then turn thesteam on all the way

6-30. Which of the following actionsshould you AVOID to preventdamaging the variable speedmechanism?

1. Setting it to the lowestspeed while warming theflatwork ironer

2. Engaging the compressionroll while the ironer is on

3. Changing the speed of theironer while the ironer ison

4. Decreasing the speed of theironer while the ironer isoff

6-31. What are the proper proceduresfor securing the flatworkironer at the end of the day?

6-32.

6-33.

1.

2.

3.

4.

Turn the machine off andraise the compression rollso the machine can cool for30 minutesClose the steam supply,raise the compression rolland allow the machine torun for 20 or 30 minuteswithout steam to allow itto cool properly before youshut the power offTurn the power off, securethe steam, and remain inthe laundry until theironer cools downRaise the compression rolland allow the-machine torun for 10 to 15 minutes,gradually turning the steamoff to allow the machine tocool, and then shut it off

The compression roll on theflatwork ironer should beraised when the ironer is leftunattended for what minimumtime period?

1. 5 minutes2. 10 minutes3. 15 minutes4. 20 minutes

What is the purpose of feedingthe flatwork into the ironerwrong side up?

1. To prevent scorching theright side

2. To prevent wearing throughthe smooth side

3. To exert more pressure onthe rough side of thematerial

4. To give a smooth finish tothe right side of thematerial

52

6-34. What procedure should be usedto feed large items into a75-inch ironer?

1. One person only feeds theitems into the ironer

2. Two persons feed all theitems into the ironer

3. Two persons feed the largeitems into the ironerfolded

4. Three persons feed all theitems into the ironer

6-35. Into what part of the cylinderof the flatwork ironer shouldsmall items be fed?

1. Center2. Left end3. Right end4. Along the entire length

Learning Objective: Identifythe various laundry pressesused in the shipboard laundry,the controls used to operatethem, and the safetyprecautions applicable to theiruse.

6-36. What part of the press is usedas your worktable when youpress uniform items?

1. The rigid metal frame2. The buck3. The press head4. The manifold

6-37. What type of press would bebest suited for pressingflatwork when a flatwork ironeris not available?

6-38. What is/are the purpose(s) ofusing the spray gun with thelaundry press to press uniformarticles?

1. To keep the laundry presspad and cover cool

2. To prevent articles fromsticking to the laundrypress head

3. To compensate for moistureloss while the other partsof the uniform are pressed

4. All of the above

6-39. What control button(s) must youdepress to make the laundrypress head lower onto the itemsyou are pressing?

1. Both red buttons2. Both green buttons3. One of the green buttons

only4. One green button and one

red button

6-40. How do you release the laundrypress head from the item beingpressed?

1. By pushing one or both ofthe green buttons

2. By pushing both red buttons3. By pushing one of the red

buttons4. By pushing one red button

and one green button

1. A taper press2. A triple head press3. A sleeve press4. A rectangular press

53

6-41. What procedure should you useto check the head pressure onthe laundry press?

1. Insert a bedding sheet onthe press, leaving aportion of it exposed, andtry to pull it out afterthe press head is closed

2. Place a piece of paperunder the press head,leaving a portion of itexposed, and try to pull itout after the press head isclosed

3. Place a piece of cardboardunder the press head,leaving a portion of itexposed, and try to pull itout after the press head isclosed

4. Roll a bedding sheet upinto a round cylinder andtry to close the press headon it

6-42. What is the correct procedurefor heating the laundry presshead?

1. Turn the steam valve on allthe way and check the presshead in 20 minutes

2. Open the steam valvegradually for 2 minutes andthen open it completely

3. Turn the steam valvepartially open for 20minutes and then open itall the way

4. Gradually open the steamvalve for 5 minutes andthen open it completely

6-43. When you are pressing undernormal conditions, how longshould you keep the press headdown on clothing articles?

1. 15 seconds2. 30 seconds3. 45 seconds4. 60 seconds

6-44. What safety feature on thelaundry press prevents you fromgetting your hand caught underthe press head?

1. You must press both greenbuttons to lower the presshead

2. There is an emergencyrelease button by your foot

3. You must press both redbuttons to lower the presshead

4. There is a antilockingdevice located in the presshead adjustment

In answering question 6-45,refer to the following

paragraph.

SH3 Brown and SH3 Lewis are working inthe ship’s laundry pressing khakishirts and trousers. They are bothworking at the same three pressoperator station because all the otheroperator stations are being used.Petty Officer Lewis is pressing khakitrousers and Petty Officer Brown ispressing khaki shirts. Petty OfficerLewis is having difficulty with thetrousers because they keep slippingoff the press. To eliminate thisproblem, Petty Officer Lewis plugs oneof the red buttons so it is always inthe DOWN position. This allows him tohold the trousers steady with one handto prevent them from slipping and atthe same time use his other hand topress the other red button. PettyOfficer Brown does not have thisproblem pressing the shirts becauseone of the red buttons on the press heis working on is already stuck andinoperative. SH1 Moore walks throughthe ship’s laundry making rounds, seeswhat is going on, and stops both ofthem from working.

6-45. The reason SH1 Moore stoppedboth SH3 Brown and SH3 Lewisfrom working was because theywere violating some of therules of safety while using thelaundry press. How many safetyprecautions did SH3 Brown andSH3 Lewis violate?

1. Five2. Two3. Three4. Four

54

6-46. The press head should lower andlock on a thick object if it isadjusted properly.

1. True2. False

Learning Objective: Determinethe procedures for pressingvarious uniform articles in theship’s laundry.

6-47. When determining the sequencein which you press a uniformarticle, you should considerwhich of the following factors?

1. The best sequence of laysto make the job quicker andeasier

2. The fewest amount of laysto do the uniform article

3. The portion of the uniformarticle you should presslast to prevent damage tothe rest of the finish

4. All of the above

A. Back leftB. Left shoulderC. CollarD. YokeE. Right shoulder

Figure 6A

IN ANSWERING QUESTIONREFER TO FIGURE 6A.

6-48,

6-48. Figure 6A lists the first fivelays ordinarily used inpressing shirts, but notnecessarily in the order given.Select the arrangement thatlists the sequence in whichlays are performed whenpressing a shirt?

1. A, E, B, D, C2. C, B, D, E, A3. C, E, B, D, A4. D, E, B, C, A

6-49. What is the first step inpressing a pair of trousers?

1. Straighten the pockets out2. Straighten the waistband3. Pull the trouser legs

taut4. Match the inseams

6-50. What is the primary purpose ofusing a hanger equipped with atrouser guard to hang trousersafter pressing them?

1. To protect them from fabricdamage

2. To prevent them fromslipping off

3. To prevent lines fromsetting in on the legs ofthe trousers

4. To prevent the trouser legsfrom sticking together

6-51. Which of the following itemsmust be pressed on a coveredhead press?

1. Khaki pants2. Dungaree shirts3. Wool worsted ties4. Cotton handkerchiefs

6-52. What is the primary differencebetween pressing khaki trousersand dungaree trousers?

1. Dungaree trouser pockets donot need to bestraightened; khaki pocketsdo

2. The top portion of dungareetrousers does not requirepressing; in khaki trousersit does

3. Inseams on dungaree pantsmust be matched separately;khaki inseams do not

4. Dungaree trouser legs arepressed inside out with thecreases going inward on theseam instead of the middleof the leg; khaki trouserlegs are pressed with thecrease in the middle of theleg

55

Learning Objective: Identifythe procedures used by laundrypersonnel when performinggeneral maintenance on laundryequipment in the ship’slaundry.

6-53. Which of the followingpersonnel may performmechanical and/or electricalmaintenance on the washerextractor?

1. The damage control pettyofficer of supply

2. The laundry supervisor3. Qualified shipboard

maintenance personnel4. All of the above

6-54. Which of the followingconditions may occur if lintdeposits are allowed toaccumulate on the air passagesand heat chambers on thetumbler dryer?

1. Spontaneous heating2. Restricted airflow3. Clothes not drying properly4. All of the above

6-55. The flatwork ironer should bewaxed for which of thefollowing purposes?

1. To prolong ribbon life2. To prevent linen from

sticking to the heatedcylinder

3. To give a smooth finish toflatwork

4. All of the above

6-56. How often shouldflatwork ironer?

1. Twice weekly2. Each morning3. After 6 to 84. Both 2 and 3

you wax the

hours of workabove

6-57. What is the first actionlaundry personnel should takeafter new ribbons have beeninstalled on the flatworkironer?

1. Heat the flatwork ironer upand check for tension

2. Run the flatwork ironerwith the compression rollengaged for a period of 20to 30 minutes

3. Wax the ironer4. Adjust the compression roll

so it engages properly andseats smoothly

6-58. When, if ever, should thefriction material on the returnribbon drive roll be replaced?

1. Monthly2. When it becomes smooth and

worn3. When the return ribbons

move faster than the heatedcylinder and the paddedcompression roll

4. Never

6-59. What action should you takewhen the flatwork ironerpadding is changed and one endof the ironer is thicker thanthe other end?

1. Pass some heavy towels orother thick materialthrough the thicker end ofthe flatwork ironer

2. Remove the padding andreplace according tomanufacturer’s instructions

3. Engage the compressionroll, turn the steam on,and run the flatwork ironerfor approximately 15minutes

4. With the compression rollengaged, run the flatworkironer for about 20 minuteswithout steam

6-60. What is the ideal steampressure for operatingconventional presses?

1. 75 psi2. 80 psi3. 90 psi4. 100 psi

56

6-61. What general maintenance shouldyou perform on the laundrypress every morning before youbegin to press uniform items?

1. Clean the press2. Change the pad and covers3. Do a hydrostatic test4. Wax the press head

6-62. What is the primary purposeusing press head mitts whenclean the press heads?

ofyou

1. To scrub the dirt off thepress head

2. To apply press head cleaner3. To protect your hands from

being burned by the presshead

4. To apply press head wax

MATERIALS USED TO PAD THEBUCK OF THE LAUNDRY PRESS

A. Flannel padsB. Steel wool padC. Press cover

Figure 6B

IN ANSWERING QUESTION 6-63,REFER TO FIGURE 6B WHICH LISTS

THE MATERIALS THAT ARE USED TO PAD THEBUCK OF A LAUNDRY PRESS, BUT NOTNECESSARILY IN THE ORDER GIVEN.

6-63. In what sequence should thematerials be applied to thebuck of the press?

1. A, B, C2. B, A, C3. B, C, A4. C, B, A

6-64. How do you change the flannellayers on the press?

1. Change both the top andbottom layers weekly

2. Change one layer a weekputting the new layer onthe top

3. Change one layer a weekputting the new layer onthe bottom

4. Change one layer every 2weeks putting the new layeron the bottom

6-65. Howpad

1.2.3.4.

often should the steel woolbe changed?

AnnuallyEvery 6 monthsMonthlyWeekly

Learning Objective: Determinethe procedures required toissue and assemble finishedlaundry.

6-66. Where should the individuallaundry ticket, NAVSUP Form233, be placed before theindividual lots are receivedinto the assembly area?

1. In the press deck log2. Inside the appropriate net

bag3. In the assembly bin in

alphabetical order4. In a drawer in the assembly

area for safekeeping untilthe individual bags arereceived

6-67. Where should the individuallaundry list, NAVSUP Form 233,be placed after articles froman individual lot have beenchecked in and verified afterbeing cleaned and pressed?

1. Attached to each individuallaundry bag with a laundrypin

2. Attached to one of thekhaki shirts or trouserswith a staple gun

3. Retained in the ship’slaundry for record

4. Attached to the suitwrapper covering the presswork belonging to that lotwith glue or tape

6-68. An individual lot of laundryshould be checked for which ofthe following conditions beforeit is returned to the owner?

1. Cleanliness2. Stains and blemishes3. Proper creasing and

smoothness4. All of the above

57

6-69. When clean bulk laundry ispicked up by the responsibledivision, which of thefollowing procedures should thelaundry person follow?

1.

2.

3.

4.

Weigh the bulk laundry andnote the weight in the bulkwork logSign the bulk work log forissuing the laundryHave the person receivingthe laundry sign the bulkwork logAll of the above

6-70. A bag of laundry weighing 50pounds is finished and sentback to the divisionalcompartment weighing 49 pounds.What does this weight lossindicate when there arecomplaints of lost clothing?

1. The complainers are merelytroublemakers

2. The loss probably isoccurring in the livingcompartment

3. It is a mistake because thelaundry never losesclothing

4. The laundry put 1 pound ofclothing in the wrong bag

6-71. When should finished laundry beissued?

1. According to the schedule2. When completed3. After normal working hours4. Early in the morning

6-72. What is the primary purpose ofobtaining the proper signaturesand making sure the countreflected on the NAVSUP Form233 is correct before issuingthe laundry?

1. To establish accuraterecords for futurereference

2. To establish validity inlaundry claims

3. To establish the weeklysummary sheet

4. To establish a reportrequired at the end of theaccounting period

6-73. When should you reprocessarticles that have beenreturned to the ship’s laundrybecause they wereunsatisfactory?

1. The next time lots aredelivered to the laundry

2. When the laundry finds timeto reprocess them

3. Immediately so thatdelivery will not bedelayed

4. After the day’s workloadhas been completed

58

Assignment 7

Textbook Assignment: “The Dry-Cleaning Operation,” chapter 6, pages 6-1 through6-30.

Learning Objective: Identifythe organization of thedry-cleaning plant and thefactors relating to thescheduling of operations.

7-1. The number of personnelassigned to the dry-cleaningplant is based on which of thefollowing factors?

1. The number of enlistedpersonnel aboard ship

2. The amount of dry cleaningto be handled and theamount of equipment

3. The number of officers andchief petty officersassigned to the ship

4. All of the above

7-2. The final approval of whatindividual is required beforeany work is authorized in thedry-cleaning plant after normalworking hours?

1. The dry-cleaning supervisor2. The ship’s store officer3. The leading Ship’s

Serviceman4. The duty supply officer

7-3. Aboard ship, the dry-cleaningplant should be able to processhow many pounds of dry cleaningper person per week?

1. 1 pound2. 6 pounds3. 12 pounds4. 24 pounds

7-4.

7-5.

7-6.

What is the purpose ofscheduling work by materialgroups in the dry-cleaningplant?

1. To save on drying time2. To set up uniform schedules

more easily3. To make sure similar items

are cleaned together4. To make the job of the

divisional laundry pettyofficer easier

Under normal conditions, howlong should it take todry-clean one load of articlesat rated capacity?

1. 30 minutes2. 50 minutes3. 60 minutes4. 90 minutes

Learning Objective: Identifythe procedures for receivingand identifying lots in thedry-cleaning operation.

Work received in thedry-cleaning plant should becompleted within what maximumtime period?

1. 1 day2. 2 days3. 3 days4. 1 week

59

7-7. What is the maximum amount ofwork you should receive in thedry-cleaning plant daily whenoperating under normalconditions?

1. The amount of work that canbe completed in 1 workday

2. 2 days’ work3. 3 days’ work4. 1 week’s work

7-8. To eliminate delays inprocessing dry-cleaningarticles, what action isrequired of each division inregard to the delivery ofdry-cleaning articles?

1. Set a required deliverytime

2. Have the dry cleaningdelivered in separatelaundry net bags

3. Have divisional laundrydelivered twice daily

4. Have divisional laundrydelivered every day

7-9. What is a difference betweenmethods A and B for receivingand identifying dry-cleaningarticles?

1. The customer fills out thedry-cleaning list in A; thereceiving clerk in B

2. The receiving clerk tagsthe articles in B; notagging is done in A

3. The receiving clerk fillsout the dry-cleaning listin B; the customer in A

4. The customer tags eacharticle in A; no tagging isdone in B 2.

7-10. To help save time and work andprevent the possibility ofmisplacing items of clothing,which of the following actionsshould dry-cleaning personneltake?

1. Train each other in onlyone phase of thedry-cleaning operation

2. Receive and issuedry-cleaning articles in aspace other than theassembly room

3. Use a dry-cleaning list4. Process one individual’s

bundle at a time

7-11. Occasionally, uniformaccessories are left on thedry-cleaning articles sent tothe dry-cleaning plant. Duringwhat portion of thedry-cleaning process willthese accessories be removed?

1. Classification2. Receipt3. Inspection4. Marking

7-12. What should be done withforeign objects found in thepockets of articles sent fordry-cleaning?

1. Give them to the immediatesupervisor

2. Notify the customer to pickthem up

3. Put them in an envelope andstaple the envelope to thedry-cleaning list

4. Remove them but put thenback in the pocket beforereturning the uniformarticle to the customer

7-13. When classifying articles fordry cleaning, which of thefollowing factors should yougive the most consideration?

1. The age of the article2. The weight of the material3. The color and lint quality4. The size of the article

7-14. How many pounds of dry-cleaningwork should be cleaned for eachgallon of dry-cleaning solvent?

1. 200 pounds350 pounds

3. 400 pounds4. 450 pounds

Learning Objective: Identifythe procedures for safe use andhandling of dry-cleaningsolvent.

7-15. The safe handling and use ofdry-cleaning solvents aredescribed in which of thefollowing instructions?

1. BUMEDINST 6260.12A2. NAVRESSOINST 4067.43. OPNAVINST 3120.324. OPNAVINST 5100.20

60

7-16.

7-17.

7-18.

7-19.

7-20.

In using or handlingdry-cleaning solvent, which ofthe following actions would beconsidered hazardous?

1. Not inhaling the solventvapors

2. Stowing the solvent in awell-ventilated space

3. Using solvent in a spacewith no ventilation

4. Keeping exhaust vents inthe dry-cleaning plantclean and free of dirt andlint

Smoking is permitted in areaswhere dry-cleaning solvent isbeing handled.

1. True2. False

When a solvent spill occurs inthe dry-cleaning plant, whatactions should you take toventilate the space?

1. Close all doors, turn onthe supply vent, and securethe exhaust vent

2. Open all doors and secureboth the supply and exhaustvents

3. Close all doors and turn onthe supply fan

4. Open all doors and turn onthe exhaust fan

Small solvent spills should becleaned up using which of thefollowing materials?

1. A rag2. A paper towel3. A sorbent4. A mop

Once a solvent spill is cleanedup, the solvent-laden materialwill be placed in a closedcontainer and the containerdisposed of in which of thefollowing ways?

1. Dumped in the dumpster onthe pier

2. Disposed of at sea3. Released to a licensed

reclaimer

7-21. To eliminate hazards associatedwith the use of dry-cleaningsolvent, which of the followingprecautions should you take inthe dry-cleaning plant?

1. Use the buddy system2. Operate and maintain

dry-cleaning equipmentproperly

3. Guard against the hazardousproperties of the solvent

4. All of the above

IN ANSWERING QUESTIONS 7-22 THROUGH7-24, SELECT FROM COLUMN B THE MOSTAPPROPRIATE ACTION TO TAKE FOR THEHEALTH HAZARD ENCOUNTERED IN COLUMN A.

A. HAZARDS B. ACTIONS

7-22.

7-23.

7-24.

Inhaling the 1.solvent

Contacting theskin with thesolventliquid

Splashingsolventliquid intothe eyes

2.

3.

Flush orrinse withwater andobtainmedicalcare

Washaffectedarea withplenty ofsoap andwater

Removeperson fromcontaminatedarea tofresh airand startartificialrespirationif personstopsbreathing

7-25. Dry-cleaning solvents shouldnot be stowed near strongalkalies.

1. True2. False

4. Flushed down the commode

61

7-26. Dry-cleaning personnel shouldreceive a physical examinationon a schedule determined bywhat individual?

1. The supply officer2. The medical officer3. The ship’s store officer4. The commanding officer

Learning Objective: Identifythe general operatingprocedures for the dry-cleaningmachine.

7-27. What is the primary purpose ofthe distilling unit on thedry-cleaning machine?

1. Cleans the inside of themachine

2. Purifies the solvent3. Cleans the load of articles4. Makes solvent

7-28. During what phase of thedry-cleaning cycle is thesolvent shut off?

1. At the end of thewash/rinse cycle

2. After the clothes areextracted

3. At the end of the dryingcycle

4. After the washer drum fillsup with solvent

7-29. What is the desired temperaturesetting for the dry-cleaningmachine?

1. 170°F to 180°F2. 160°F to 170°F3. 150°F to 160°F4. 140°F to 150°F

7-30. What part of the dry-cleaningcycle removes any remainingodors or solvent vapor that maystill be in the clothing?

1. Rinse2. Drying3. Extract4. Deodorizing

7-31. What factor determines thelength of time the drying cyclewill last?

1. The amount of solvent lefton the clothing

2. The temperature setting3. The type of clothing4. The amount of clothes

Learning Objective: Identifythe general operatingprocedures for the dry-cleaningpress.

7-32. Why does the head of thedry-cleaning press have acovering on it?

1. To obtain a smootherpressing job

2. To protect the metalsurface of the press head

3. To prevent a gloss finishon pressed articles

4. To protect the buck fromscorching

7-33. What action must the operatorof the dry-cleaning pressperform to supply steam andvacuum to the buck?

1. Push both table-mountedbuttons

2. Depress both foot pedals3. Press the steam handle on

the press head in the DOWNposition

4. Open the steam vacuumsupply line

7-34. The operator of thedry-cleaning press must useboth hands to perform which ofthe following actions?

1. Provide steam to the presshead

2. Provide vacuum to the buck3. Open the press head4. Close the press head

7-35. When pressing the seat oftrousers, where should youplace the back seam?

1. Near the front of the buck2. In the center of the buck3. Toward the rear of the buck4. Drawn over the large end of

the buck

62

7-36. When pressing the front portionof the leg, you must make surethe trousers are arranged inwhat position?

1. The crotch is at the smallend of the buck

2. The leg is lying well tothe front of the buck

3. The outside of the leg isfacing upward

4. The side seams are lyingone on the other

7-37. What procedure should you useto press the collar of anofficer’s uniform coat?

1. Press the inside of thecollar first and then theoutside

2. press the sides of thecollar on the large end ofthe buck and the center ofthe collar on the small end

3. Press the inside of thecollar center only; leavethe ends alone

4. Press each side of thecollar with the lapel andpress the center separately

7-38. When pressing the right side ofthe coat back, you should placethe bottom seam at least howmany inches from the front edgeof the buck?

1. 1 inch2. 2 inches3. 3 inches4. 4 inches

7-39. The enlisted men’s jumper isalways pressed inside out.

1. True2. False

Learning Objective: Identifythe general procedures foroperating and using the steamair finisher and automaticpants topper.

7-40. The steam air finisher is usedto finish which of thefollowing items?

1. Uniform coats2. Shirts3. Trousers4. Linens

7-41. What control on the steam airfinisher is used to control theamount of time air is blown onthe clothing article in themanual mode?

1. The air control timer2. The steam toggle switch3. The air toggle switch4. The steam control timer

7-42. What control on the steam airfinisher is used to control theamount of time steam is blownthrough the clothing in theautomatic mode?

1. The steam control timer2. The steam toggle switch3. The neon signal indicator4. The air control timer

7-43. In the automatic mode, the airtimer on the steam air finishershould be set for what amountof time for most clothingitems?

1. 10 seconds2. 12 seconds3. 15 seconds4. 20 seconds

7-44. In the automatic mode, whatwill occur if the steam or airtimer on the steam air finisheris set for 0 or 30?

1. The steam air finisher willnot operate

2. The article will befinished slightly wet

3. The article may becomedamaged

4. The alarm will sound toalert the user to changethe timer

7-45. The steam air finisher willstop during the automatic cycleany time the operator steps onthe foot switch.

1. True2. False

63

7-46. The automatic pants topper isused to finish which of thefollowing items?

1. Trouser legs2. Shirts3. Peacoats4. Trouser tops

7-47. The automatic pants topper useswhich of the following pressingaids to press items?

1. Water2. Air3. Steam4. Both 2 and 3 above

Learning Objective: Determinethe general procedures formaintaining equipment in thedry-cleaning plant.

7-48. To prevent the buildup of dustand dirt on the dry-cleaningmachine, what maintenanceaction should you take?

1. Apply a light coat of waxto the machine

2. Use a synthetic soap whenwashing the machine

3. Apply a light coat ofsilicone to the machine

4. Use a safe solvent to washthe machine

7-49. How often should the foamfilter on the dry-cleaningmachine be cleaned?

1. After each wash2. Daily3. Weekly4. Monthly

7-50. What is the proper way to cleanthe foam filter on thedry-cleaning machine?

1. Brush off the excess linton the foam material, washwith an all-purposedetergent, and squeeze dry

2. Brush off the excess lintfrom the foam material,wash with clear water, andsqueeze dry

3. Vacuum off all excess lintand replace

4. Vacuum off all excess lint,wash with a cleaningsolvent, and squeeze dry

7-51. How often should the pump lintstrainer be cleaned on thedry-cleaning machine?

1. Weekly2. Twice monthly3. Monthly4. Quarterly

7-52. How many flannel pads should beused to pad the dry-cleaningpress?

1. One2. Two3. Three4. Four

Learning Objective: Identifythe characteristics of spotsand stains, the job of thespotter, and the tools used toremove spots and stains.

7-53. What is the difference betweena spot and a stain?

1. A stain cannot be removedwithout damage to thefabric; a spot can

2. A stain must be treatedbefore the clothing iscleaned; a spot need not be

3. A stain can be removedwithout additionaltreatment; a spot cannot

4. A stain is the result ofdry cleaning before spottreatment; a spot is theresult of food, blood,grease, and so on

64

7-54. What should the spotter do ifhe or she is not certainwhether a spot or stain can beremoved?

1. Inform the owner it cannotbe removed

2. Send the article back tothe owner and advise theowner to file a laundryclaim

3. Contact the supervisor andobtain advice

4. Return the article toprevent further damage

7-55. The owner of spotted clothingcan best assist thedry-cleaning plant byidentifying the spot in whatmanner?

1. Drawing a chalk circlearound the spot on theclothing

2. Washing the clothing beforeit is sent to thedry-cleaning plant

3. Tagging the clothing with alabel bearing the word SPOT

4. Attaching a note to theclothing telling the causeof the spot

7-56. The screened area of the mainspotting board is used forwhich of the followingpurposes?

1. Tamping2. Applying spotting agents3. Flushing4. All of the above

7-57. How often should the screenedarea on the main spotting boardbe taken apart and cleaned?

1. Daily2. Twice weekly3. Weekly4. Monthly

7-58. What is the spatula used for?

1. To manipulate chemicals2. To soften the stain3. To help the chemical

penetrate the stain4. Each of the above

7-59. What spotting equipment has aflushing and tamping area likethe main spotting board and isused when working out stains onsleeves and other small areas?

1. The sleeveboard2. The garment tray3. The chemical tray4. The blotter

7-60. What material is used to pickup the remaining moisturearound a spot that was removed?

I. Cheesecloth2. Toweling3. Blotter4. Chamois

7-61. What material is used by thespotter to test the resistanceof dyes in fabrics to thechemicals on the spottingagents?

1. Cheesecloth2. Toweling3. Blotter4. Chamois

Learning Objective: Identifyspots and stains and explainthe procedures used forremoving them.

7-62. The location of the spot orstain may be beneficial to thespotter in identifying whatcaused it.

1. True2. False

7-63. What is the purpose ofperforming a solvent test?

1. To determine if a spot orstain should be removed bywater or dry solvent

2. TO determine what type ofspot is on the clothing

3. To test the resistance ofdyes on the clothing

4. To soften the spot or stainfor easier removal

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IN ANSWERING QUESTIONS 7-64 THROUGH7-67, SELECT FROM COLUMN B THESPOTTING METHOD DESCRIBED IN COLUMN A.

A. DESCRIP- B. METHODSTIONS

7-64. Two or more 1. Emulsificationsubstancescombined to 2. Chemicalproduce one actionor more newsubstances 3. Solution

7-65. The adding 4. Mechanicalof sub- actionstances tohelp thesolvent in theremoval of stains

7-66. The mixing of twosubstances, one ofwhich is the solvent

7-67. The use of a brush, spatula,and so forth, to work acleansing agent into thefabric to remove a stain

SPOTTING CHEMICALS

A. Oxalic acidB. Sodium chlorideC. AcetoneD. Ammonia

Figure 7A

IN ANSWERING QUESTIONS 7-68THROUGH 7-71, REFER TO FIGURE

7A, WHICH LISTS CHEMICALS USED TOREMOVE SPOTS AND STAINS.

7-68. What chemical is useful inremoving rust?

1. A2. B3. C4. D

7-69. What chemical should thespotter use to remove fruitstains?

1. A2. B3. C4. D

7-70. When the spotter has removed astain with hydrochloric acid,what chemical should be used toneutralize the action of theacid?

1. A2. B3. C4. D

7-71. Toremove stains resulting fromresins, paints, or nail polish,what chemical is used?

1. A2. B3. C4. D

7-72. Before using a solvent to treata spot or stain, you shouldfirst determine whether thesolvent will harm the articleby testing it in a hiddenportion of the clothing.

1. True2. False

7-73. When using chemical agents, youshould remove the agentimmediately after applying itto the clothing.

1. True2. False

7-74. What part of the spatula shouldbe used by the spotter inremoving spots?

1. The front end2. The rounded end3. The flat center4. The tip of the point

7-75. A spatula may NOT be safelyused on which of the followingmaterials?

1. Synthetic2. Cotton3. Linen4. Wool

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