CHAPTER IV, SECTION 1 of a capacity crew of 30 men, and the swing shift had a half-crew of 15 men; a graveyard shift of two men was also required in order to operate the flatwork ironer on a 24-hour per day basis to meet the demands for clean bed linens. Throughout the Operation, no limitations were placed on the quantity of finished laundry serviced for each individual. Overtime was kept at a minimum but was sometimes required because of temporary shortages of qualified per- sonnel for special work or to make up for lost time due to equipment failures. Figure 4-8. Typical Off-Island Post Exchange mated overhead. A cashier was accountable for all monies received from sales of merchandise, and all accounting and cost records were maintained by the Accounting Division. All other PX functions were the responsibility of the Camp Department in the Service Operations Division. Store hours were scheduled to meet the requirements of each camp. Normal hours of business were during the luncheon periods and from 1715 to 1930. During the period of peak activity, the store on Elmer was generally crowded, and it was necessary to prolong business hours in order to serve all personnel adequately. Some difficulty was also experienced due to the lack of covered storage needed for the large quantity of merchandise carried in this Operation. All PX supplies were first received at Elmer and then equitably distributed to the other stores, Heavily-locked, metal and waterproof transportainers were utilized for this distribution. Statistics covering Post Exchange Operations are shown in Table 4-7. LAUNDRY. A completely outfitted laundry was operated only at Elmer, but the service of this laundry was made available to personnel at all other sites. Regular days for pick up and delivery were established and the entire operation was placed on a scheduled basis. During the peak operational period, three shifts were required to meet the demands. The day shift consisted Page 4-12 In the initial planning for the laundry operation it was deemed advisable to acquire an additional flatwork ironer. However, by modifying the existing flatwork ironer to operate at increased speed, its production was increased twenty-five per cent. This modification eliminated the need for the additional ironer and thereby effected a savings of approximately $35,000.00 in plant equipment. Mechanical breakdownof the existing boiler was frequently experienced because it had to be forced to meet all steam demands. However, with the installation of a second boiler, break- downs were practically eliminated. Automatic-type washing machines were installed at all the temporary camps. Personnel desiring the service of these machines were re- quired to bring their laundry to an employee in charge of each installation. The laundry was spun dry and ready for pick-up within 24 hours; clotheslines were conveniently located in camp areas. This service met with such favor that the Elmer facility was rarely used by employees based at temporary camps, particularly by personnel assigned to camps in Bikini Atoll where delays in transportation could occur. All bed linens were laundered at Elmer, anc to meet all demands it was necessary to hav five changes for the camps in Bikini Atoll anu three for those in Eniwetok Atoll. These extra linens were necessary because laundry requir ments could not always be phased with tran: portation schedules. The supply of sheets was adequate but shortages of pillow slips existed for short periods. Laundry service for decontaminating radioactive clothing was furnished from Elmer on a daily basis; one machine was utilized solely this purpose. Laundry personnel were given s' cial training in the handling of contaminated clothing. A beta gamma survey meter was used to check each article before and after wash g and this work was accomplished without 1cident.