Golden Memories

Part IV

Blanchisserie

After I recovered partly from my head injury in the Anti-Hindi riots of February 1965, Suren-da (Datta), the in-charge of the Ashram Blanchisserie (Laundry), approached me for help. He had a few serious problems. The Ashram was expanding and the number of clothes received was increasing alarmingly. The Blanchisserie was not in a position to accept more clothes because of lack of space, manpower and time. Also, it was to come under the Factory Act. In March 1966, I wrote to the Mother asking for her sanction to help in the Blanchisserie Management with whatever experience I had gained in the Handmade Paper and Dyeing departments. She gave me the following answer:

Blanchisserie functioned in an archaic, chaotic manner. The workers were engaged from 4 A.M. to 6 P.M. (for 14 hours!) with an interval of 2 hours, and all 7 days of the week. On some days, there was heavy work whereas, on other days, the work was over in only 5 or 6 hours.

Lacking a global perspective, the management had got bogged down in the details of this “disorganisation” and assumed that, in the present structure, they had reached the saturation point and badly needed to expand. There was an urgent demand for much larger, well-ventilated sorting and storage rooms and more space for drying clothes.

This situation arose chiefly from the unquestioned, long-standing practice of receiving and delivering clothes only on two particular days of the week. Consequently, during these hours, all the workers stopped their respective work and were mobilised for receiving, checking, sorting, numbering and delivering the clothes. This led to problems in storing and drying space. On some days, a large number of clothes were washed, dried and ironed; on other days, less.

Between the different processes, much criss-crossing and futile movements caused loss of time and energy. No definite regular work was allotted to the workers, resulting in perpetual indecision, confusion, disinterest, loss of time and lack of skill.

My aim was to improve the service, the working conditions, and be economical in all aspects. In those days, the Ashram was not affluent and the Departments functioned on a shoestring budget. Suren-da and his two zealous assistants, Mohan Patel and Roopa Rai, worked hard and methodically to get the project completed at the earliest possible date.

The changes were introduced gradually, step by step, and finally on May 1st, 1966, the new system was fully implemented. Ravindra-ji, who was the overall in-charge, kept the Mother informed of the progress in work.

Sunday was declared as a holiday. The work now started at 7 a.m.and finished at 5 p.m.daily, with an interval of 2 hours. The salary remained unaffected. The number of workers required became less.

Clothes were received and delivered on all 6 days. Work-load was evenly distributed for all 6 days and at all stages of operations. Processes were streamlined.

Only 2 men carried out the receiving and checking of the clothes instead of the whole workforce. Previously 3 men were required for 3 hours, each for numbering the clothes by a holder pen. In the new system, only one man finished it in 1½ hours by block-printing.

Carrying heavy wet clothes to the terrace was very strenuous. A basket lift was to be constructed for this purpose.

Previously, stain removal was not undertaken. In the new setup, all stains, even on delicate fabrics, were removed. Quality and cost-wise suitable detergents were procured and an improved bleaching method was adopted.

Each worker was assigned a particular job to gain proficiency. Appropriate equipment, furniture and fixtures were installed with proper layouts in order to have enough space, free movement, light and air, which resulted in the reduction of expenses.

The introduction of the new changes automatically solved most of the problems that were faced by the management, and it contributed in waiving the imposition of the Factory Act.

On the eve of my departure for Paris, on my birthday, 11th of December 1967, I submitted to the Mother, along with a covering letter, a comprehensive report on the new system, written by the Blanchisserie management, namely, Suren-da, Mohan and Roopa. The report gave the details of the changes made and the improvements and benefits derived. The Mother was happy and gave us Her Blessings.

Forty-six years have elapsed since I implemented the new system in May 1966 and the Blanchisserie is still functioning very well on more or less the same lines, except, of course, for the introduction of heavy-duty machines for washing and ironing.