( 945 
 
 J5 
 
 318a 
 
 RESTAURANT FACILITIES 
 
 FOR 
 
 SHIPYARD WORKERS 
 
 By 
 
 FREDERICK S. CRUM 
 
 
 [Second Edition] 
 
 PUBLISHED BY 
 
 THE INDUSTRIAL RELATIONS DIVISION 
 UNITED STATES SHIPPING BOARD 
 EMERGENCY FLEET CORPORATION 
 
 PHILADELPHIA, PA. 
 1918 
 
RESTAURANT FACILITIES 
 
 FOR 
 
 SHIPYARD WORKERS 
 
 "The provision of" proper meals for the workers is, indeed, an indis- 
 pensable condition for the maintenance of output on which our righting 
 forces depend, not only for victory, but for their very lives." (The 
 Times, London, September 25, 1916.) 
 
 "Not only is the health of the employees better as a result of these 
 provisions, but engagement by the firm becomes more attractive and the 
 range of a selection amongst applicants for employment is greatly extended, 
 and the filling of vacancies when vacancies occur, or at times when the staff 
 is being increased, present fewer difficulties. Enlightened self-interest 
 and consideration in these and other details for the advantage of the 
 employees is the keystone of successful management. ' ' (Sir William Lever, 
 September 26, 19 16.) 
 
 PREPARED BY 
 
 FREDERICK S. CRUM 
 
 1 
 
 ASSISTANT STATISTICIAN, THE PRUDENTIAL INSURANCE CO. OF AMERICA 
 
 AND 
 STATISTICIAN, LABOR REQUIREMENTS AND STATISTICS BRANCH. U. S, S. B. E. F, C 
 
 [Second Edition] 
 
 PUBLISHED BY 
 
 THE INDUSTRIAL RELATIONS DIVISION 
 UNITED STATES SHIPPING BOARD 
 EMERGENCY FLEET CORPORATION 
 
 PHILADELPHIA, PA. 
 1918 
 
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 MAR 28 t919 
 
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FOREWORD 
 
 Cooperation has been sought from various sources in the preparation of 
 this pamphlet and in every instance it has been given willingly and promptly. 
 Special acknowledgment is made of the loan of plans of cafeterias, the originals 
 of which must, in most cases, have been made at considerable expense. The 
 names of these generous contributors are given on the copies of the plans and 
 drawings presented herein. These copies and adaptations, with most of the 
 annotations accompanying them, have been made by Mr. Walter De Mordaunt, 
 architect, Statistical Section, Emergency Fleet Corporation. 
 
 The section on health and sanitation has been prepared under the direction 
 of Lieut.-Col. P. S. Doane, M. C. N. A., director of the Health and Sanitation 
 Section, Industrial Relations Division, Emergency Fleet Corporation. 
 
 The section on lunch-room accounting has been prepared by Mr. Gordon 
 Wilson, general auditor of the Emergency Fleet Corporation. 
 
 It is hoped that this pamphlet may be found useful in the promotion of 
 better restaurant facilities in American shipyards. If this object is attained, 
 we are confident that the vast shipbuilding program will be materially hastened, 
 and the reasons for this opinion are set forth in considerable detail in the 
 following pages. 
 
 A wide and varied industrial experience is justification for the hope and 
 belief that shipyard restaurants, cafeterias, and lunch rooms properly con- 
 structed, equipped, and managed will add health and strength to the shipbuilders 
 and bind employers and employees more closely together in an invincible unit for 
 the single purpose — to speed the building of ships. 
 
 Meyer Bloomfield. 
 
CONTENTS 
 
 PAG* 
 
 Foreword „ : — 3 
 
 The advantages of adequate restaurant facilities in or near American shipyards 5 
 
 American experience 5 
 
 British experience .. - - 6 
 
 Need for better restaurant facilities in American shipyards 7 
 
 Shown by extracts from questionnaires „ 7 
 
 And from sanitary surveys - 8 
 
 Successful cafeterias and restaurants in American shipyards 9 
 
 Construction of buildings for shipyard restaurants and mess halls 11 
 
 Plans, details, and notes from American experience 11 
 
 Belt conveyors 14 
 
 British experience 29 
 
 A new method of construction 31 
 
 Summary 33 
 
 Restaurant equipment 34 
 
 Cooking apparatus 34 
 
 Catering equipment 35 
 
 List of representative American makers of and dealers in restaurant equipment 39 
 
 Sanitation and hygiene _ 40 
 
 Site, lighting, and ventilation of buildings 40 
 
 Personal health and hygiene of restaurant employees 40 
 
 Quality of food 40 
 
 Refrigerators 41 
 
 Screening against flies and mosquitoes 41 
 
 Lavatories and wash rooms 41 
 
 Care and disposal of kitchen garbage and refuse 42 
 
 Restaurant inspection with aid of score card 42 
 
 Menus < 44 
 
 Food essentials 44 
 
 Need of good quality and variety in dietaries 45 
 
 Conformity with Food Administration requirements 46 
 
 Menus — 
 
 From Cornell University Military School of Aeronautics, Ithaca, N. Y. „ 46 
 
 From Submarine Boat Corporation, Newark, N. J. 49 
 
 From Hog Island, Philadelphia. Pa. 49 
 
 From Westinghouse Lamp Works, Watsessing, Ni. J. 49 
 
 From Hyatt Roller Bearing Co., Harrison, N. J. 50 
 
 From American Sheet and Tin Plate Co., Pittsburgh, Pa. 50 
 
 From Bureau of Engraving and Printing, Washington, D. C. 50 
 
 Administration and management 52 
 
 Cafeteria versus otheT plans _ 52 
 
 Management _ 52 
 
 Staff _ 53 
 
 Undesirability of serving lunches in workrooms 55 
 
 Importance of attractive dining and mess halls 55 
 
 Cost of food to worker 56 
 
 Methods of payment 56 
 
 Summary of essential factors in a successful cafeteria 57 
 
 Lunch room accounting 57 
 
 Bibliography , 67 
 
 ILLUSTRATIONS 
 
 OPPOSITE PAGE — 
 
 (1) Exterior View, Cafeteria of the New York Shipbuilding Company, Camden, N. J., Sep- 
 
 tember, 1918 1 
 
 (2) A Dining Room, Submarine Boat Corporation, Newark, Ni. J., May, 1918 2 
 
 (3) Lunch Counter, American Sheet and Tin Plate Co., Pittsburgh, Pa., June, 1918 11 
 
 (4) Kitchen and Equipment, Submarine Boat Corporation, Newark, N. J., May, 1918 34 
 
 (5) Interior View, Cafeteria of the New York Shipbuilding Company, Camden, N. J., Sep- 
 
 tember, 1918 .. .. __ 50 
 
 (6) Cafeteria Counter, Merchant Shipbuilding Corporation, Harriman, Pa., June, 1918 58 
 
THE ADVANTAGES OF ADEQUATE RESTAURANT 
 FACILITIES IN OR NEAR SHIPYARDS 
 
 Extensive and careful surveys and inquiries prove indisputably that in the 
 majority of the shipbuilding plants operating in the United States there is 
 urgent need for more adequate restaurant and lunch room facilities. This 
 pamphlet has been prepared primarily for the purpose of presenting helpful 
 suggestions to such managers of shipbuilding plants as have already realized 
 the importance and urgency of this need. The broader purpose of the pamphlet 
 is so to stress the good results obtainable from proper and adequate eating 
 places in or near the shipyards that many other managers of shipbuilding and 
 other industrial establishments will undertake the task of making such 
 provision. 
 
 VALUE OF COMPANY CAFETERIAS AND RESTAURANTS 
 
 The value of the company restaurant had been demonstrated again and 
 again, both in this country and abroad, long before the beginning of the present 
 world-wide conflict. The great war has not only given further proof of this 
 value, but it has emphasized the urgent necessity for a wide extension of this 
 particular form of industrial welfare activity. The English experience bears 
 eloquent tribute to the truth of these statements, and the reports of the Health 
 of Munition Workers' Committee on Industrial Canteens should be read by all 
 who may have any doubts on the subject. 
 
 In this country many successful company restaurants and cafeterias were 
 in operation long before the outbreak of the war, and their success had been 
 attested not merely by the fact that they were financially self-sustaining but, 
 and this is of even greater importance, because they had contributed directly to 
 the improvement of the health and the industrial efficiency of the workers. Many 
 employers had found that it pays "in actual dollars and cents to supply a whole- 
 some, nourishing meal to an underfed employee." They had discovered that 
 "an anaemic industrial army is predestined to retreat and defeat" for the effi- 
 ciency of such an army is just as dependent upon the quality and quantity of 
 its food supply as is a military army. No commander by word or act has yet 
 successfully denied the truth of Napoleon's declaration that a military army 
 moves forward on its stomach. 
 
 AMERICAN TESTIMONIALS IN FAVOR OF COMPANY RESTAURANTS 
 
 The Metropolitan Life Insurance Co. has operated a company lunch room 
 for its employees for several years and reports that "the clerks, printers, and 
 mechanics were immediately benefited by this addition to their mid-day meal. 
 Their health was improved; the quality of their work was bettered; and the 
 success of the experiment was so great that an extension of the service was 
 unhesitatingly undertaken." 
 
 The president of the National Cash Register Co., Mr. John H. Patterson, 
 has stated that the first small experiment of that company in attempting to 
 solve the food problem gave such noticeable and immediate results that the ex- 
 tension of the experiment was at once provided for and was carried on to its 
 present notable proportions. 
 
6 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 The National Biscuit Co. of New York considers that its restaurant has 
 proved an excellent investment because of "general improvement in the health 
 of its workers." 
 
 The American Sheet and Tin Plate Co. of Pittsburgh now operates ten res- 
 taurants in their various works. These restaurants are of the cafeteria type, 
 are onen 24 hours per day, are patronized by from 60 to 75 per cent, of the 
 employees and, after considerable experience, this company believes "that by 
 having restaurants where wholesome hot meals, prepared under sanitary condi- 
 tions, can be obtained at reasonable prices, the workmen are kept more healthy 
 and contented." 
 
 The Illinois Steel Company believes that the restaurant facilities provided 
 for its men have had a marked and favorable effect upon the accident record. 
 The conditions previous to the installation of such facilities are described as 
 follows : 
 
 The men rushed from the plant to the saloon and hurriedly swallowed the bad lunches and the 
 worse drinks and then rushed back to their work. Some men did this from choice and others, par- 
 ticularly the new employees who had not as yet found boarding places, did it from necessity. Regard- 
 less of whether it was done from necessity or choice, the result of the bad lunches and drinks was 
 reflected in production and in the accident record. Investigation of a large number of accidents 
 proved beyond any question of doubt that the cause was directly traceable to these lunches and 
 drinks. 
 
 At Joliet we are thoroughly convinced that the lunch room has been of material benefit in our 
 accident-prevention campaign, has increased efficiency and has minimized time lost through sick- 
 ness. It is so well thought of by the Illinois Steel Co. and the United States Steel Corporation 
 that, in addition to the one at Joliet works, we have three plant lunch rooms in operation at our 
 South Chicago works and one is under construction at our Gary works. (Extracts from Illinois 
 Steel Co.'s letter of Apr. 2, 1918.) 
 
 The following quotation confirms the experience of the Illinois Steel Com- 
 pany: 
 
 Lunch rooms, like emergency hospitals, belong probably among the more essential features of 
 industrial betterment, for while the provision of recreational facilities of different kinds tends to 
 promote good fellowship and interest in the place of employment, these facilities do not have as 
 direct a bearing on the health of the workers as the opportunity to secure a warm and wholesome 
 meal at a cost which puts it within the reach of all. ("Lunch Rooms for Employees," by Anice L. 
 Whitney, Monthly Review of the U. S. Bureau of Labor Statistics, December, 1917, p. 207.) 
 
 THE EXPERIENCE OF ENGLAND WITH INDUSTRIAL CANTEENS HAS BEEN 
 EXCEPTIONALLY SATISFACTORY 
 
 The industrial canteen has played an important part in England's war 
 activities. "I am delighted to see these canteens spring up throughout our 
 workshops," said Mr. Lloyd George, in February, 1916. "They make an enor- 
 mous difference. That men should get their meals, not in the old, squalid, 
 uncomfortable conditions, but in conditions which are in themselves attractive 
 and healthful — is better for the workingman and those who are in charge." 
 
 The following testimony by a committee specially charged by the Minister 
 of Munitions to report upon industrial canteens was presented in 1915, and it 
 has subsequently been reiterated many times, for this welfare institution has 
 proved itself of inestimable value as the need for industrial efficiency has 
 become more and more urgent in that country. 
 
 The committee have been impressed with the concensus of opinion which they have received as to 
 the substantial advantages both to employers and workers following the establishment of an effect- 
 ive and well-managed canteen. These benefits have been direct and indirect. Among the former 
 has been a marked improvement in the health and physical condition of the workers, a reduction in 
 sickness, less absence and broken time, less tendency to alcoholism, and an increased efficiency and 
 output; among the latter has been a saving of the time of the workman, a salutary though brief 
 change from the workshop, greater contentment, and a better midday ventilation of the workshop. 
 The committee are satisfied that the evidence of these results is substantial, indisputable, and wide- 
 spread. In the isolated cases where the canteen has failed it has been evident that its failure has 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 7 
 
 been due to exceptional circumstances, misuse by the workers or mismanagement. In almost all large 
 works the committee find that there is a body of men or women (averaging at least 25 per cent) who 
 in the interest of physical health and vigor need canteen provision at the factory. They are con- 
 vinced that this group of ill- fed workers accounts in a large degree for such inefficiency as exists, 
 and that its energy and output is reduced in the absence of suitable feeding arrangements. The 
 committee have been impressed not only with the improved nutrition manifested by the users of 
 the canteen, but by a lessened tendency to excessive consumption of alcohol, by the prevalence of 
 the spirit of harmony and contentment engendered, and by an increase in efficiency." (Health of 
 Munition Workers' Committee Report on Industrial Canteens, pp. 6-7, London, 1915.) 
 
 This same committee summed up the benefits resulting from the establish- 
 ment of industrial canteens as follows : 
 
 DIRECT BENEFITS. INDIRECT BENEFITS. 
 
 1. Marked improvement in health of worker. 1. Saving time of worker. 
 
 2. Less sickness. 2 Salutary change from workshop. 
 
 3. Less absence and broken time. 3. Greater contentment of worker. 
 
 4. Less tendency to alcoholism. 4. Better midday ventilation of workshop. 
 
 5. Increased efficiency and output. 5. Increase of recreation and games in spare time. 
 
 (Handbook, Health of the Munition Worker, p. 70, London, 1917.) 
 
 A large amount of additional evidence is readily available which could be 
 drawn upon further to clinch the argument in favor of industrial canteens, but 
 probably enough has been given to convince any reasonable person that good 
 food, well prepared, served under sanitary conditions, in an attractive way 
 and at reasonable cost, is almost certain to prove of great value both in speed- 
 ing production and in keeping the workers in good health. 
 
 NEED FOR BETTER RESTAURANT FACILITIES IN 
 AMERICAN SHIPYARDS 
 
 The urgent need for better restaurant and lunch room facilities in the ship- 
 yards can, perhaps, best be illustrated by extracts from several of the replies to 
 a questionnaire recently sent out by the Division of Passenger Transportation 
 and Housing of the Emergency Fleet Corporation. The following excerpts are 
 only a few of the many similar statements made in these replies : 
 
 The town possesses no restaurants or cafeterias, but several small lunch rooms have recently 
 been established. Complaints from our various employees bring out the fact that the lunch rooms 
 dnd the manner of obtaining food are very unsatisfactory and inadequate. 
 
 Boarding houses and restaurants are scarce, very inadequate, and poor. 
 
 One private restaurant is available to accommodate 1,000 men. This is not satisfactory, the food 
 is not well served, and the company (shipyard) has had numerous complaints about the quality of 
 the food. 
 
 There are only a limited number of satisfactory boarding houses available. There are no 
 restaurants or lunch rooms. 
 
 At present there are no restaurant facilities available near the yard. 
 
 There are many private boarding houses accessible to the shipyard, but they are inadequate and 
 unsatisfactory. The majority are second-class places. The food and sanitary conditions are very 
 questionable. 
 
 Restaurants are few, inadequate, and unsatisfactory. Most are Operated by Greeks. The food 
 is not well selected, cooked, or served. 
 
 The available restaurants are privately managed. They are inadequate, unsatisfactory, and un- 
 clean. The food is poorly cooked and poorly served. 
 
 There are no restaurants in the village. The company (shipyard) is at present operating four 
 boarding houses. 
 
 The available restaurants are unsatisfactory and the prices are too high. The colored laborers 
 get food from "food peddlers." One-half the white laborers bring their lunches and the remainder 
 go home at noon for lunch. 
 
 There are no available restaurants, but several bakeries, two lunch wagons, and a few boarding 
 houses. 
 
8 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 There are no restaurants or cafeterias near yard. 
 
 The only near-by restaurants are two undesirable saloon boarding houses. 
 
 Boarding houses and restaurants are poor and 20 minutes distant. Badly in need of better 
 arrangements. 
 
 The local restaurants are mainly run by Greeks and are uninviting. They are none too clean 
 and the food is poorly cooked. The majority of the workers carry lunches. 
 
 The restaurants are privately managed and too small. They are fairly clean, but the food is 
 poorly cooked. 
 
 There are several private boarding houses and one cafeteria near the yard. These are unsatis- 
 factory inasmuch as the board is too expensive. 
 
 If any further proof is wanted that many of the shipyards are in urgent 
 need of better restaurant and lunch room facilities than are now available, such 
 proof is furnished in the following brief extracts from many detailed reports 
 of the sanitary inspectors of the Health and Sanitation Section of the Emer- 
 gency Fleet Corporation : 
 
 Restaurants are in connection with saloons, as a rule. 
 
 Most of the men bring their lunches and eat in the shops, as indicated by debris and papers. 
 This condition should be corrected. 
 
 No provision has been made in or near the shops for eating, so the men bring their lunches 
 and eat in the shops or patronize near-by saloons and restaurants. 
 
 There is one lunch room with accommodations for about 50 men in the yard. There are numer- 
 ous saloons and restaurants fairly close at hand. 
 
 Restaurants and kitchens in a very dirty condition. Food of poor grade and poorly prepared. 
 Tableware and linen dirty ; in fact, general lack of care or even slightest attention to the use of soap 
 and water. 
 
 Because of lack of proper supervision and evident disagreement between the several people who 
 are interested in the restaurant, the premises are in a filthy condition. 
 
 Restaurants and other eating places are entirely lacking. The only eating place near the yard 
 was a small lunch room for the watchmen. 
 
 There is no provision for eating and little open space. The men eat in the shops, which results 
 in untidy and unsanitary condition of the floors. 
 
 A WITNESS FROM THE PACIFIC COAST 
 
 The following excerpts from a recent letter written by the master of a 
 Coast Artillery boat operating on the Pacific coast give a vivid portrayal of a 
 specific instance where there is urgent need for restaurant or canteen facilities 
 for the shipbuilders. 
 
 While my vessel was laid up for repairs a short time ago at a local shipyard some conditions 
 came to my attention which I believe greatly impede the speeding up of shipbuilding, so essential 
 for us to win the war. 
 
 My crew were feeling and working well all the morning. At noon they knocked off for lunch 
 and not much was accomplished during the remainder of the day. I investigated, and found that 
 they had gone outside the yard gate and bought some food from hucksters, none other being 
 obtainable near at hand, the yard being a mile from town. 
 
 The shipyard employs over 5,000 highly paid men. Huckster wagons gather in large numbers 
 outside the gate at the noon hour; they are under no jurisdiction, and what they purvey is some- 
 thing awful — food unfit for human consumption and handled under the most insanitary condi- 
 tions. The workmen often pay dearly in the long run on account of sickness, which in turn causes 
 lay-offs with loss of high pay. The Government suffers much more not only by the loss of the man's 
 work, but also by loss of "pep" in hundreds of men, who, like mine, become indisposed if not wholly 
 incapacitated as the direct result of the food. 
 
 The conditions here so vividly described are quite common not only on the 
 Pacific coast, but also on the Atlantic and Gulf coasts, on the Great Lakes, and 
 elsewhere. 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 9 
 
 The foregoing statements would appear to supply ample proof that im- 
 provements in restaurant facilities are highly to be desired in many, if not most, 
 of the American shipyards. Inasmuch as the evidence is universal and over- 
 whelming that adequate restaurants and lunch rooms result in "an immediate 
 improvement in physique, a marked increase in productive efficiency, and an 
 improvement in personal relations throughout the shop," 1 there is good reason 
 to believe that the industrial canteen will soon become as universally indispens- 
 able and popular with the employers and employees of our American shipyards 
 as it is with the munition workers of England and with a large number and 
 variety of industrial and commercial plants and companies in the United States. 
 
 SUCCESSFUL CAFETERIAS AND RESTAURANTS IN 
 AMERICAN SHIPYARDS 
 
 It is distinctly encouraging to note that several shipbuilding companies 
 have already completed plans for cafeteria and other modern restaurant and 
 lunch room facilities; many other companies have announced that it is their 
 intention to build, equip, and operate plant restaurants in the near future ; and 
 quite a few companies already have such facilities in or near their yards, some 
 of which appear to be above criticism. The following excerpts from recent 
 reports by sanitary engineers of the Health and Sanitation Section of the 
 Emergency Fleet Corporation indicate very clearly that the industrial canteen is 
 rapidly gaining favor in our American shipyards: 
 
 There is a large dining room and cafeteria conveniently furnishing meals to 250 men at a sitting. 
 All kitchen appointments are of the best, the focd is clean, appetizing, and well served. For 30 
 cents a man can eat his fill, or he can bring his own lunch and get coffee or soup at reasonable prices. 
 Another smaller lunch room is provided for men bringing their own food. The arrangement is a 
 splendid one in every particular. 
 
 The restaurant and cafeteria will seat 750 men and is equipped in the finest manner possible. 
 It recently received a mark of 98 per cent perfect from the city inspector in matters of sanitation, 
 food handling, and supply. Prices are very low, and this room is available for men bringing their 
 lunches as well as for those who wish to buy meals. 
 
 A very comfortable lunch room is maintained at which hot food can be obtained at reasonable 
 prices ; also candy, tobacco, and small supplies of various kinds. Men bringing lunch pails are pro- 
 vided with a steam rack for keeping the lunch warm. Food supplies are of the best, the kitchen 
 arrangements are thoroughly sanitary, and constant inspection maintains this standard. 
 
 Construction of a splendid eating place is under way. There will be accommodation for 500 at 
 the start, with room for expansion. Good meals will be served at cost, under the most modern and 
 sanitary conditions. 
 
 The company conducts a restaurant in the yard. It is comfortable and well arranged — kitchen 
 and dining room for 200 men. It is well lighted and ventilated, completely screened, and generally 
 in good condition. Government-inspected meat is used. Good refrigerators are installed and they 
 are cleaned daily. Meals are served at 25 cents. 
 
 The company conducts a restaurant within the yards for the accommodation of the workers. 
 It has a cooking and seating capacity of from 450 to 500 men. The restaurant is well equipped and 
 appears to be well conducted. The price charged for breakfast and supper is 30 cents and 35 cents 
 for dinner. 
 
 The American International Shipbuilding Corporation has planned and 
 partially completed quite elaborate restaurant facilities for its extensive plant 
 at Hog Island, Philadelphia. When completed, facilities will be available for the 
 feeding of 40,000 or more employees, and the results already achieved indicate 
 that the restaurant project there will be given the prominence and careful 
 attention which its importance warrants. 
 
 The Submarine Boat Corporation at Newark, N. J., also has already com- 
 pleted quite extensive restaurant facilities which a re being rapidly expanded in 
 
 1 The Problem of Physical Efficiency in the Shipyards, by L. Erskine, p. 9. 
 
10 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 accordance with plans which have been drawn for buildings and equipment to 
 accommodate some 15,000 or more employees. The following extracts from a 
 recent letter by the general manager of the corporation are worth quoting as 
 an indication of the importance that this shipbuilding company attaches to an 
 industrial canteen: 
 
 [Extracts from letter written by the general manager, Submarine Boat Corporation, Mar. 28 1918.] 
 
 The feeding system is run strictly along company lines, the food being sold at cost of material 
 and labor, but excluding rent, heat, and light. At the outset it was decided not to put the commis- 
 sary on any contract basis, as it was believed that the best results for the employees could be 
 obtained by operating on a noncommercial basis with a man of experience in charge. The results 
 obtained have confirmed the wisdom of this course. 
 
 The head of the commissary is a man of broad experience in this line, having had 25 years' 
 experience in the hotel and restaurant business, private catering, and the feeding of State troops. 
 He assumed charge on December 1, 1917, and plans were immediately formulated to take care of 
 15,000 employees. 
 
 ARRANGEMENT OF MESS HALLS 
 
 The yard is divided into two parts, running east and west, the administration building being 
 located in the center, on the dividing line. The ways are located on the eastern half of the yard, 
 bordering on the bay. 
 
 To feed the workers on the ways, provision has been made for seven mess halls, each designed to 
 feed the workers of four ways. These mess halls are located near the work, thus saving the time 
 of the men in going to and from the mess halls. l 
 
 There are two template shops in the yard, one located north and the other south of the adminis- 
 tration building. A mess hall of the same dimensions as those on the ways has been located adjacent 
 to each of these shops to feed the men working there. 
 
 At the southwest end of the yard is located the light fitting shop, with a working capacity of 
 3,000 men. One of the larger mess halls has been built adjoining this shop to take care of feeding 
 this force. 
 
 At the west side of the plant, near the entrance, is located the heavy fitting shop, with a capac- 
 ity of 3,000 men. Adjoining this shop is the other large mess hall. 
 
 CENTRAL KITCHEN 
 
 To supply the food for the 11 mess halls, there is being constructed a central kitchen where 
 the food will be cooked and from which it will be distributed to the various units. The kitchen will 
 have an area of 2,400 square feet, and will be able to prepare the food for 15,000 to 16,000 persons 
 at the noon meal. This central kitchen is located at the south end of the plant, and the food will 
 be transported to the mess halls in prime condition by auto trucks. When the food reaches the mess 
 halls it will be placed upon steam tables so that it may be served hot to the men. 
 
 At the present time there are three units in actual operation, an average of about 900 people 
 being fed in two of the mess halls in one and one-half hours. The food for these units, outside of 
 the main restaurant and hotel, is supplied from the same kitchen. The same grade of food that is 
 served in the restaurant to the office help is supplied to the laborers and mechanics, and this policy 
 will be continued throughout, the central kitchen feeding all the units with the same grade of 
 provisions. 
 
 SANITATION 
 
 The head of the commissary closely co-operates with the other department heads and represen- 
 tatives concerned with the health, sanitation, and safety of the workers. He is a member of the 
 central safety, sanitation, and service committee, and participates with the plant's representatives in 
 formulating the policies which will care for the health, comfort, and safety of the workers. He 
 also co-operates with the chief physician in safeguarding the sanitation of the commissary. 
 
 A system for a daily score-card inspection of the sanitary conditions in the restaurants, mess 
 halls, and kitchens, under the supervision of the plant physician, has been planned, and is being put 
 into operation. 
 
 SALES 
 
 At the present rate of sales for each check the commissary sales will amount to about $1,000,000 
 annually. The laborers are being served with a very substantial meal for from 20 to 35 cents, though 
 the average check among the laborers per meal is between 17 and 18 cents. On March 15, 2,500 
 people were served, and the sales amounted to $642.53. In the two mess halls at the present time 
 used by the laborers about 2,000 persons are being fed. ...... 
 
52-1 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 11 
 
 CONSTRUCTION OF BUILDINGS FOR SHIPYARD OR OTHER INDUS- 
 TRIAL LUNCH ROOMS, CAFETERIAS, AND RESTAURANTS » 
 
 The cafeteria or self-service plan would appear to be best adapted to the 
 special requirements of most shipyards. The plans here submitted, showing 
 general layouts and details have, therefore, been copied or adapted from 
 cafeterias in successful operation in a variety of American industries and insti- 
 tutions. The drawings with the accompanying notations are merely intended 
 as helpful suggestions. Obviously, the size, type of construction, material and 
 cost will be largely dependent upon the location of the plant, the most readily 
 available building material and the number of persons to be accommodated. 
 
 Plan No. 1 is sketched from the cafeteria lunch room of the United States 
 Bureau of Engraving and Printing, Washington, D. C. As sketched, this plan is 
 a four-way cafeteria, two ways — one on either side — are for persons electing 
 to take the combination dinner ; and two ways — also one on either side — are for 
 persons who prefer to select their entire lunch or supplement a brought lunch. 
 The central location of the kitchen and the wide passageways are among the 
 many excellent features incorporated in this plan. 2 
 
 CANTEEN CONSTRUCTION AND EQUIPMENT 
 
 The canteen or dining hall, being the principal apartment, should be arranged with the 
 most convenient methods of egress and ingress for the workers and with direct approach to the 
 serving counter, so that traversing the whole or any great portion of the dining hall to obtain 
 food is avoided. Barriers in front of the counters are advisable to allow of each diner obtaining 
 his or her food in the order of arrival, so that there may be no possibility of crowding or push- 
 ing, which is sometimes frequent •where large numbers are concerned. Adequate gangways or 
 passageways for each diner to proceed to the dining tables without interruption to other diners 
 are essential. The kitchen should be situated as centrally as possible with regard to the dining 
 room, which it should adjoin. The wash-up or scullery should open out of the kitchen and 
 should abut immediately upon the main dining hall. A counter or shelf with communicating 
 hatch should be provided to admit of dirty crockery being handed direct to the hot-water sinks. 
 In addition to the sinks in the scullery, such accommodation is also required in the kitchen for 
 the use of the cook in the preparation of food. The sinks should be supplied with hot water 
 from an independent boiler, which should be placed as near as practicable to the sinks. The san- 
 itary accommodation for the canteen should preferably be situated in an isolated block of build- 
 ings adjacent to the canteen, but the requirements in this respect depend upon the sanitary 
 accommodation already existing in adjoining buildings, and each case will have to be considered 
 on its merits. (Health of Munition Workers' Committee, Report on Industrial Canteens — Con- 
 struction and Equipment, London, 1916.) 
 
 Plan No. 2 is an adaptation from Plan No. 1, showing how the separate 
 counters for regular dinners and selective lunches can readily be extended. Belt 
 conveyors for carrying the trays as they are being filled with the articles mak- 
 ing up the table d'hote dinner are illustrated on this and the following plan, 
 No. 3. The belt conveyor is an unique and practical mechanical aid which will 
 doubtless meet with great success and approval, if properly installed and cor- 
 rectly manipulated. It consists of a slowly moving belt upon which the diner 
 places his tray as he enters the aisle for his table d'hote dinner. (It is assumed 
 that he is willing to take the dishes prepared for the regular combination 
 dinner, when he enters that aisle; the menu and price being given on the 
 bulletin at the entrance.) He then follows his tray as it moves along and is 
 filled with the various dishes by the attendants on the other side of the belt. 
 The moving belt arrangement is not well adapted for a selective lunch service 
 as the patrons require more time to select the dishes wanted than would be 
 possible with the endless belt contrivance. 
 
 The belt conveyors, running along the outside, rear walls of the dining 
 rooms, will facilitate the work of getting soiled dishes, etc., back to the scullery 
 and thence to the serving sections. The tables where the dishes are deposited 
 from the belt should be of the sanitary-scrap type. Conveyors, in restaurants 
 of long dimensions, have been in use in some cities for a number of years, and 
 have proven to be highly practical and satisfactory in every case where they 
 have been installed properly. 
 
 *ThIs section, pages 11-35, has been prepared, for the most part, by Mr. Walter DeMordaunt, Archi- 
 tect, Statistical Section, Emergency Fleet Corporation. 
 
 2 For a somewhat detailed description of the management and operation of this cafeteria, see Welfare 
 Work for Civilian Employes of the United States, by Augustus P. Norton, Monthly Review, Bureau of 
 Labor Statistics, U. S. Department of Labor, Washington, D. C, August, 1918, pages 218 to 220. 
 
12 
 
 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 © 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 13 
 
 
14 
 
 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 BELT CONVEYORS 
 
 The advantages to be gained by using belt conveyors for carrying mate- 
 rials in a restaurant are chiefly time and labor saving. The small amount of 
 power required for their operation, their large carrying capacities, the smooth- 
 ness and noiselessness with which they run and the little attention which they 
 require, together with the non-injury to the material carried, all are advantages 
 that will be sure to result when the entire belt system has been prop- 
 erly designed, constructed and maintained. 
 
 The speed, number and size of supports, construction and size of terminal 
 pulleys and kind and size of belting best suited to perform the work of carrying 
 food or dishes will all have to be considered in designing any particular system. 
 The following general statements and tables covering the above points are given 
 as suggestive aids. The materials best suited and the sizes most practical have 
 been arrived at by engineers who have studied actual cases for a number of 
 years and have produced perfectly working and highly satisfactory belt or 
 band conveyors. 
 
 Evidently the most important part of any belt conveyor is the belt. Stitched 
 canvas or woven cotton, saturated with some oily substance to protect the belt 
 against moisture and the wearing and deteriorating effect caused by water or 
 moist substances coming in contact with the belt, is sometimes used on tem- 
 porary or cheap conveyors. This type of belt is not recommended for any con- 
 veying system where highly satisfactory results are desired or where the system 
 is to be comparatively permanent. The most satisfactory belt would be a rub- 
 ber one, but since this material is prohibitive on account of cost, it is considered 
 most economical and practicable to substitute a composition belt built up of cot- 
 ton duck and rubber. The cotton duck foundation is covered with a rubber solu- 
 tion or "friction" and after the layers are pressed together the whole is enclosed 
 in the rubber covering which is somewhat thicker on the carrying side. The 
 belt is then stretched and vulcanized. Belts from 12" to 14" wide should not be 
 less than three-ply in thickness ; from 16" to 20" wide they should not be less 
 than four-ply, and 30" to 36" not less than six-ply. A good belt of this kind will 
 have a breaking strength of about 400 pounds per ply per inch. The working 
 strength could be figured at about 40 pounds per ply per inch. The actual 
 tension for these restaurant belts will in most cases average about 25 pounds 
 per inch per ply. In actual practice the thickness of belt required will depend 
 upon its tendency to sag between the supports or idlers due to the load which 
 it is carrying. The sizes given in the following table have been arrived at by 
 studying actual cases. 
 
 
 
 SIZES FOR 
 
 BELT CONVEYOR PARTS 
 
 
 
 
 
 All Dimensions are given in Inches 
 
 
 
 Width of 
 Belt. 
 
 No. of Plies 
 in Belt. 
 
 Width of 
 
 Pulleys and 
 
 Rollers. 
 
 Diameter of 
 Driving 
 Pulley. 
 
 Diameter of 
 
 End Terminal 
 
 Pulley. 
 
 Diameter of 
 
 Tightening 
 
 Pulley. 
 
 Diameter of 
 Idlers. 
 
 10 
 
 3 
 
 12 
 
 15-18 
 
 12-15 
 
 12 
 
 4 
 
 12 
 
 3 
 
 14 
 
 15-18 
 
 12-15 
 
 12 
 
 4 
 
 14 
 
 3 
 
 16 
 
 15-18 
 
 12-15 
 
 12 
 
 5 
 
 16 
 
 4 
 
 18 
 
 21-24 
 
 15-18 
 
 15 
 
 5 
 
 18 
 
 4 
 
 20 
 
 21-24 
 
 15-18 
 
 15 
 
 6 
 
 20 
 
 4 
 
 22 
 
 21-24 
 
 15-18 
 
 15 
 
 6 
 
 22 
 
 5 
 
 24 
 
 24-30, 
 
 18-22 
 
 18 
 
 6 
 
 24 
 
 5 
 
 26 
 
 24-30 
 
 18-22 
 
 18 
 
 8 
 
 26 
 
 5 
 
 28 
 
 24-30 
 
 21-24 
 
 18 
 
 8 
 
 28 
 
 5 
 
 30 
 
 24-30 
 
 21-24 
 
 18 
 
 8 
 
 30 
 
 6 
 
 33 
 
 30-36 
 
 24-30 
 
 21 
 
 8 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 15 
 
 Next in importance to the belt comes the terminal rollers and particularly 
 the driving terminal. If this pulley is too small it will strain the belt and wear 
 it out more quickly than if a larger pulley were used. The driving pulley is the 
 drum to which the driving power is applied. It can be made of wood or iron 
 and should be well rounded on the face. Care should be taken that no sharp 
 projections are present on the face of the pulleys. The terminal at the end 
 opposite the driving terminal should be made a trifle smaller and may be fitted 
 with an adjustment for keeping the belt taut. For short belts this method of 
 keeping the belt taut has been found very satisfactory, but for long conveyors 
 the weight tightener as illustrated in the accompanying figure is recommended. 
 If used at the end, this weight should be at the terminal opposite the driving 
 pulley. 
 
 $F $ ; ^F 
 
 -&-■ ' & 
 
 Sketches Showing Method of Keeping Belt Taut by Means of Weight 
 
 
 OSA'/jr'. r\ 
 
 -£ -£. -fe ^ ^_ 
 
 -=&- :#" 
 
 ,ffM: 
 
 /?r/t'//ry Drum c<rrr £e 
 <rf esi*Jrer errtf. 
 
 Theoretically the size of idlers should be governed by the speed at which 
 they revolve, that is, for fast-running belts pulleys or idlers should be large, 
 while for slow-running belts they may be made smaller. As a rule they will be 
 about 4 to 6 inches in diameter and constructed of wood, or they may be made 
 of steel tubes with conical end gudgeons running in bush bearings. If ball bear- 
 ings can be used they are much to be preferred to any other kind since they 
 require so little attention. The idlers should be about 4 feet apart, but may, 
 with safety, be placed as much as 8 feet on centers, provided the tension on the 
 belt is enough to keep it taut and the belt itself is thick enough. If the return 
 strand is not used for conveying material the idlers may be placed twice as far 
 apart as for the upper strand. To prevent side movement of the band on the 
 rollers the use of one or more pairs of small rollers placed against the edge of 
 the belt may be necessary. However, this should not be necessary and will not be 
 if the belt is well made and the idlers and terminal pulleys are all true and 
 parallel. 
 
 The speed of the belt for carrying soiled dishes to the scullery may be from 
 150 to 250 feet per minute, while that for serving food should be about 200 feet 
 per minute. This serving belt should be about 3 feet 2 inches from the floor and 
 should be provided at the end with a shelf or throw-off onto which the tray of 
 food slides. 
 
 The power required to operate the belts will be found to be very small. 
 For a belt 100 feet long, traveling at a speed of 100 feet per minute and loaded 
 with dishes, the following horsepowers will be required : 
 
16 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 TABLE OF HORSE POWERS FOR BELTS OF VARIOUS WIDTHS 
 
 10" Belt 80 Horsepower 
 
 12" " "" 85 
 
 14» « 96 
 
 16" " '.'. 1-35 
 
 18" " 1-50 
 
 20" " 1-85 
 
 22" " 2.10 
 
 24" " 2.50 " 
 
 26" " 2.68 
 
 28" " 2.87 
 
 30" " 3.30 
 
 32" " 3.80 
 
 34" " 3.95 
 
 36" " 4.45 
 
 The belt unloaded will require 75 per cent, of the horsepower necessary to 
 run the loaded belt. 
 
 The return strand of the serving belt may be used to carry dishes back to 
 the kitchen and, if used in this way, should have a plain board throw-off placed 
 at an angle with the line of action of the belt for sliding the dishes off the belt 
 and onto a sanitary scrap table. 
 
 PLAN NO. 3.— A LARGE INDUSTRIAL CAFETERIA 
 
 The total floor area of the building which this drawing would represent, if 
 adopted, would be about 24,000 square feet. The length over all would be 402 
 feet, and the greatest width 72 feet. The two main dining rooms would each 
 measure about 50 by 160 feet. The total seating capacity would be approxi- 
 mately 1,480 and, with the service belt conveyor facilities, 5,000 or more men 
 could be accommodated in not longer than iy% hours. This would allow a little 
 more than 25 minutes for each man. 
 
 Strictly speaking a cafeteria is a restaurant where patrons wait upon them- 
 selves, but in actual practice it is found that the efficiency is increased and more 
 satisfactory results are obtained when waiters are employed to assist in dish- 
 ing out the food asked for and to help the patron in making his selection by 
 pointing out and calling his attention to the various articles. In our "large 
 industrial cafeteria" food is served quickly, quietly, with freedom of motion, 
 and in a clean, appetizing manner by the co-operation of the workmen, atten- 
 dants, and the mechanical appliances. The belt conveyor system for the aisles in 
 which table d'hote dinners are obtained is well illustrated in this plan. 
 
 For those who do not care for the regular dinner and who, for some reason, 
 would prefer to make their cwn selections, another service is provided where 
 articles of food, such as bread, meats, salads, sandwiches, pastry, desserts, coffee 
 and soft drinks can be obtained over a counter. The private dining rooms will 
 be used by officials, clerical staff, visitors, etc. 
 
 The candy and tobacco showcases could be in charge of the cashiers. This 
 is a better system than to have cashiers stationed at the ends of the service 
 aisles, because men paying their bills at that point would tend to obstruct the 
 line behind them. The plan used most in busy cafeterias is for checkers, who 
 are at the end of the counters, to give each patron a small check indicating the 
 amount to be paid the cashier on leaving the establishment. Checkers become 
 so familiar with the prices of the various dishes that they are able to hand out 
 the proper checks without delaying the movement of the line in the least. 
 
 The manager of the lunch room would, no doubt, find a place for his desk in 
 the space inclosed by the candy counters. Meal tickets or books of tickets of 
 
0e-/f a or. 
 
 oo oo oo oc 30 oo oo oo oo oo on - o o' — lo o] — b ol — o o1 — h ol — lo ofto o 
 00 oo Do Oc oo oo oo oo oo oo oo oooo oo oo oo oo oo 
 
 • MAIN- DINING-BOOM 
 
 VA^S SAGE • 
 
 BAKERY 
 
 ■KITCHEN • 
 
 oo oo 00 oo oo oo oo oo oo 30 oo oo oo oo oo oo 
 00 oo oo oo oo oo oo oo oo oo oo oo oo oo oo oo 
 
 ■5EAT5-720' To-fr/Gsr /r/M £?/s e rf3f>etf'-/'rp ^&a-j*^. 
 
 
 OO OO OO DO OO OO 00 OO 0.O OO OO OO 00 00 Oo OO 
 
 oo 00 00 00 00 OO OO OO 00 oo oo OO OO oo oo oo 
 oo OO 00 oo oo oo oo oo oo oo oo oo oo oo oo oo 
 
 • T-tyM'N- DIMIISG -ROOM 
 
 oo oo oo oo oo 00 OO OO OO 00 oo oo oo oo 00 oo 00 00 
 00 oo oo oo oo oo oo OO OO OO OO 00 oo oo OOOO OO 00 
 
 ~T<r£>res W/f/t P/s<r/r/?etr''//ry 3s<rte . - 5EA.TS ■ 7 .2.0 
 
 OO 00 OO OO OO OO 00 OO Oo oo OO OO OO OO OO 00 oo oo oo oo oo 
 00 oo oo oo oo oo oo oo oo ° o o oo oo oo oo oo oo OO 00 00 oo 
 
 oo oo oo oo oo oo oo oo oo oo Oo OO OO OO OO 00 oo oo oo oo oo 
 
 UNTRANCE ■ 
 
 - INTRA' 
 
 A-LARGE-lMDUSTaiAL • CAFETERIA ■ 
 
 - FLO OR - PLAN - 
 
 • VALTER OC IvtOE-DAt-rW-T. DEI. . 
 ■ EMERGENCY-PLEET-COP.PORATION 
 
 PLAN NO. 3 
 
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RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 17 
 
 different denominations might be sold to the workmen. The fact that some 
 workmen do not make a practice of carrying money in their working clothes 
 would make this ticket plan worth considering. 
 
 The building should, if possible, face south or southwest, which would place 
 the storage and kitchen on the north or shady side, and the dining rooms in a 
 cheerful position with respect to the sunlight. 
 
 Detail No. 1 suggests a type of table well adapted for large cafeterias. The 
 present cost of such a table would probably be from $40 to $50. This style of 
 table is used at the Illinois Steel Company's works and this drawing has been 
 included because it is felt that many plants will desire good, strong, sanitary, 
 serviceable tables of this type. The table top and stools are of clear maple ; inch 
 and five-eighths stuff being used for the top and inch and three-eighths for the 
 stools. The balance of the table consists of 1-inch standard pipe and fittings 
 and some special connections. The stools revolve around a 1-inch pipe which 
 extends from one end of the table to the other on each side. When not in use 
 they are swung up under the table, resting on a 1 x 8 inch wood rail. It will 
 be noted that the stools on one side are staggered 2 inches off center with those 
 on the other side. A working detail of this table, (Detail No. 2) with bill of 
 material, follows: 
 
 BILL OF MATERIAL FOR ONE TABLE WITH 12 SEATS 
 
 Mark 
 
 No. Req'd 
 
 Description 
 
 Material 
 
 Remarks 
 
 
 
 Table Top Strip 
 
 
 
 A. 
 
 15 
 
 1%" x 1 13/16" x 12'-0" long finished 
 Cleat 
 
 Maple 
 
 See Detail. 
 
 B. 
 
 4 
 
 5%" x 1W x 2'-4" finished 
 Seat 
 
 Oak 
 
 See Detail. 
 
 C. 
 
 12 
 
 1%" x 11" (Diam.) finished 
 
 Oak 
 
 Polished. 
 
 D. 
 
 1 
 
 %" x iy 2 " x ll'-lO" board-finished 
 
 Oak 
 
 
 E. 
 
 12 
 
 1" x 6" (Diam.) flange 
 
 Cast Iron 
 
 
 F. 
 
 8 
 
 1" x 4" (Diam.) comp. flange 
 
 Cast Iron 
 
 N. T. Co. Cat. Fig. #J-579. 
 See det. for drilling. 
 
 G. 
 
 12 
 
 1" Standard screwed Tee-plain 
 
 Mall. Iron 
 
 N. T. Co. Cat. Fig. #J-114. 
 
 H. 
 
 12 
 
 1" Standard screwed Tee- beaded 
 
 Mall. Iron 
 
 N. T. Co. Cat. Fig. #J-115. 
 See det. for drilling. 
 
 J. 
 
 2 
 
 1" St'd fourway Scr. Tee-plain 
 
 Mall. Iron 
 
 N. T. Co. Cat. Fig. #J-121. 
 
 K. 
 
 2 
 
 1" fourway scr. Tee-plain 
 
 Mall. Iron 
 
 N. T. Co. Cat. Fig. #J-121. 
 See det. for spec, tapping. 
 
 L. 
 
 4 
 
 1" St'd scr. Cross-plain 
 
 Mall. Iron 
 
 N. T. Co. Cat. Fig. #J-122. 
 
 
 
 Table Top Edge 
 
 Maple. 
 
 Grooved on one side. 
 
 M. 
 
 1 
 
 1%" x 3%" x 12'-0" long 
 
 
 See Section A-A. 
 
 N. 
 
 1 
 
 1%" x 3%" x 12'-0" long 
 
 Maple. 
 
 Tongued on one side. 
 See Section A-A. 
 
 0. 
 
 20 
 
 Foot 
 
 Cast Iron 
 
 
 N. 
 
 4 
 
 iy 2 " x iy 2 " x y s " angle x 2'-iy 2 " long 
 
 
 
 P. 
 
 75'-0" 
 
 1" Standard Pipe 
 
 Steel 
 
 Cut and thread to suit. 
 
 AD. 
 
 44 
 
 a /4" x 2y 2 " lag screws 
 
 Steel 
 
 With washer. 
 
 Q. 
 R. 
 
 8 
 
 5/16" (Diam.) x 2" bolt 
 
 Steel 
 
 Hex. Head and nut. 
 
 8 
 
 5/16" (Diam.) x 1%" Carr. bolt 
 
 Steel 
 
 
 S. 
 
 68 
 
 #14 x 1" R. H. Wood-screws 
 
 Steel 
 
 
 T. 
 
 24 
 
 1,4 " (Diam.) x 1%" Pin 
 
 Steel 
 
 Taper to drive. 
 
18 
 
 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
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RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 19 
 
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 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 Plan No. 4 
 
 • PLAH- or-'KtTCHEH-'$-EQUIPHENT • 
 
 ^ c <rt* ^ 4^- T < - ? Z3 W ^e*t. 
 
 F*T!OT<-^av>lor)El3.>l« HO ©P> IT A. U - 
 
 A few parts of this plan would require alteration and rearrangement to 
 meet the problems which will be found to exist in shipyards, and which are not 
 common to hospitals. 
 
 The main entrance to the dining room should be located at a point near the 
 self-service counter. An exit, or exits, should be provided at the end of the 
 dining room opposite the kitchen. The dining room could be built any size up 
 to the capacity of the kitchen. 
 
 An admirable feature of this plan is the arrangement of the refrigerators. 
 This system of separate compartments makes it possible to store milk, butter, 
 and eggs ; meats ; fruits and vegetables all separate and apart from each other. 
 If not prohibitive on account of cost, the flooring in these refrigerators and in 
 the storeroom should be of vitreous tile. A perfectly sanitary condition ought 
 to prevail in all storerooms and refrigerators. The base should be a 6-inch sani- 
 tary tile cove base, and the walls should have a Keene's cement wainscoting up 
 to a height of at least 6 feet, this wainscoting to be marked off neatly into 
 blocks 3 by 6 inches and finished at the top with a simple dado mold of Keene's 
 cement. All exterior and interior corners should be rounded or cove corners. 
 The room and refrigerators to be thoroughly ventilated by openings in the 
 outside wall, covered with No. 8 wire mesh. The openings to be within 6 inches 
 of the floor and the same distance down from the ceiling. These openings 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 21 
 
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22 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 should also be covered with a fine mesh screen (sixteen strands to the inch) 
 as a protection against flies and mosquitoes. 
 
 The dumb-waiters will, of course, be eliminated. The steam table should be 
 placed in the space behind the self-service counter instead of in the kitchen, as 
 indicated on the plan. A wicket ought to be built in the wall over the sanitary- 
 scrap table for the passage of soiled dishes from the dining room into the 
 kitchen. 
 
 The entrance to the kitchen should be on the north if possible. This would 
 place the storage section on the north, which is the logical location. 
 
 PLAN NO. 5 
 
 This plan, like the preceding, would be best adapted to comparatively small 
 cafeterias. The kitchen could, of course, be used to serve two dining rooms, one 
 on either side. 
 
 The disposition of different parts of the cooking apparatus varies with the type of apparatus 
 used, but, generally speaking, it has been found most convenient to have the stoves and roasters in 
 the center of the kitchen, with the steamers or boilers behind, and the carving table and hot closets 
 adjacent to the serving counters. (Feeding the Munition Worker, p. 12, London, 1916.) 
 
 PLAN NO. 6. — MESS HALL, MILITARY SCHOOL OF AERONAUTICS, ITHACA, N. Y. 
 
 This drawing represents a building designed for the use of students at the 
 military school of aeronautics, at Ithaca, N. Y., and, therefore, some problems 
 involving different conditions prevalent at shipyards will have to be considered 
 and solved in order to render the plan, which is merely suggestive, practicable 
 for use at these plants. 
 
 The central position of the kitchen with respect to the dining rooms is a 
 good feature of this plan. The elastic or expansive possibilities which this type 
 affords is another feature in favor of its adoption. Some rearrangement of 
 entrances and exits may be necessary to make the plan adaptable to whatever 
 system of paying for meals is decided upon. Also, it may be necessary to re- 
 arrange smaller details of the serving counters to take care of checkers, cashiers, 
 etc. ; and railings inclosing aisles along the counters would tend to maintain lines 
 in good order while food is being served to workers. 
 
 The coal and ash rooms should be next to the kitchen instead of at the 
 places where shown. The light courts, if not obstructed by these ash rooms, 
 will be wide enough to admit coal and delivery trucks. 
 
 The refrigerators ought to be as close and accessible to the kitchen as pos- 
 sible. They should be so divided by air-tight partitions that milk, butter, and 
 eggs ; meats ; fruits and vegetables can be stored apart from each other. 
 
 Another room should be planned in conjunction with the kitchen to be used 
 as a bakery, this bakery to contain the following equipment: A bake oven 
 (electric if possible) ; a proof oven ; a pastry stove ; a kettle ; a sink ; a dough 
 trough ; work tables ; a metal table ; and the necessary racks for pies, pastries, 
 etc., together with bins and other storage cases, and, if possible, a portable 
 refrigerator. 
 
 It might be found advisable to do away with parts of court spaces, or all of 
 these spaces for that matter, in order to enlarge the dining rooms, kitchen, or 
 for some other reason. In the event that this were done, the outside wall areas 
 available for windows being thereby reduced, it would be possible to light the 
 kitchen from above by roof lights, which would be a very desirable and efficient 
 manner of illuminating and ventilating this room. If this restaurant should be 
 erected between the ways, which should not be done if avoidable, proper 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 23 
 
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 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
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RESTAURANT FACILITIES FOR SHIPYARD WORKERS £5 
 
 protection from falling rivets, etc., should be given the skylights by erecting 
 heavy mesh screens over them. 
 
 In the dining room, wickets or openings should be left in the walls near 
 and over the dishwashers' tables for the passage of soiled dishes from the dining 
 room into the kitchen. Tables with disappearing seats, as detailed elsewhere, 
 (see pages 17-19) would be an added advantage over the tables now in use in 
 these dining rooms. The "swing" of the doors might be altered with better 
 results obtained than if swung as here indicated. 
 
 The provision on the plan for candy and tobacco counters should be con- 
 sidered, as this feature brings added revenue and, of course, supplies a natural 
 demand. 
 
 Heating by steam or hot water, using coils or radiators along the outside 
 walls under the windows, with the supply of heat from a central plant, if possi- 
 ble, would be a decided improvement over the stove system indicated. The 
 amount or number of square feet of radiation required depends upon the geo- 
 graphical location of the plant and the character of construction employed, 
 together with the cubical contents, total exposed wall area, and the total glass 
 area of the room to be heated. If these conditions are stated this department 
 will be glad to furnish, upon request, the amount of radiation surface necessary 
 for either a steam or hot-water system. 
 
 We would suggest that the storage part of the building be placed to the 
 north, since it would then be less exposed to the heat of the sun. 
 
 DETAIL NO. 3 
 
 This detail shows the excellent natural light and ventilation obtainable 
 by the use of windows placed high toward the ceiling. Swinging windows, as a 
 rule, should swing inward so as not to interfere with full-length screens. 
 
 Ample window space (with a large proportion of the windows opening) is desirable for light 
 and ventilation, and in no case should the total glass area of the windows be less than one-tenth of 
 the floor area of the various rooms in which they occur. The fanlights for casement windows should 
 be hinged at the bottom and fall inward. Glazed cheeks or gussets should be provided to admit of 
 continuous ventilation, and at the same time to prevent down draft. All casement windows should 
 be made to open for use in warm weather, and flush the rooms with air after the principal meaL 
 Louver ventilators under the roof or in turrets provide ventilation for the main mess room. A simple 
 cord attachment to wooden flaps should be provided to admit of these ventilators being closed during 
 cold or windy weather. The kitchen should be provided with a continuous louver ventilator. It is 
 desirable, where electric or other power is available, that an exhaust fan should be placed in the 
 kitchen to extract the heat and steam from the kitchen and scullery, and incidentally assist in the 
 general ventilation of the dining rooms. Larders should face north and have nearly half the glass 
 omitted in the window panes and perforated zinc panels substituted to provide suitable ventilation 
 of storage for perishable food. (Health of Munition Workers' Committee Report on Industrial Can- 
 teens, "Construction and Equipment," London, 1916, pp. 3-4.) 
 
 PLAN NO. 7 — ADAPTED FROM THE GLEASON WORKS, ROCHESTER, N. Y. 
 
 An entrance on each side of the building admits the men. First, they get 
 their trays, silverware, napkins, etc., and then pass along the counter getting 
 the food they desire, which is all spread out before their eyes so that they may 
 make a selection according to their individual tastes. As they pass out of the 
 space inclosed by the railings they are given a check by the checker. After par- 
 taking of their meal, and before passing out, they stop at the candy and cigar 
 counter, where they pay their bill and purchase whatever they care for in this 
 section. The exit should be located near the candy and cigar department and 
 directly in front of the cashier. The cashier's cage, shown on the drawing, if 
 used at all, ought to be at the exit rather than in the position represented on 
 
26 
 
 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 
 <0 
 
 U 
 
 S 
 < 
 
 o 
 
 0, 
 
 < 
 
 B 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 27 
 
 the drawing. The gates in the railings near the entrances are for the use of 
 attendants carrying soiled dishes from the dining room to the kitchen. 
 
 The entire dining room is not completed on the drawing, but it could be 
 planned any length to give a total floor area of 10 square feet for each and 
 every person occupying the room. The capacity, however, should not be in- 
 creased above what the kitchen is designed to accommodate. 
 
 A few details of storage cases (Detail No. 4, p. 29) in use at this restaurant 
 are given. Other details of serving counters and tray racks (Detail No. 5, p. 30) 
 
 Plan No. 8. 
 
 • FIRST- FL.CD-R,- PLAN 
 
 Sccr/e ?-f--° ^--^f E.g'T - ? /=»«/. 
 
 • FEOM-A-RESTAUEANT • 
 
 • -A.-r.-rwE. - 
 
 • AMERICAN • TIN • PLATE • CO 
 
 are also given. Further and more complete working details will be sent 
 upon request. It appears that the refrigerators are hardly adequate for a res- 
 taurant of this size. We would suggest that they be placed against an outside 
 wall and be provided with openings therein, top and bottom, for ventilation. 
 
 PLANS NOS. 8 AND 9. — FROM A RESTAURANT OF THE AMERICAN SHEET AND 
 
 TIN PLATE CO. 
 
 The best type of reinforced concrete construction has been used in this 
 building erected by the American Sheet and Tin Plate Co. If a cheaper form 
 
28 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 of construction is adopted, it will be necessary to reduce the spans for floor and 
 roof joists to something like 12 feet or less by introducing columns and girders. 
 In that case the columns should be placed at convenient points where they will 
 not interfere with the efficient movement of workers or attendants. 
 
 The cold-storage system in the existing building is all in the basement. An 
 excellent system, called the plenum system, for heating and ventilating the 
 entire building, and a refrigeration machine occupy the space next to the cold- 
 storage section. The remainder of the basement is open to much development 
 
 Plan No. 9. 
 
 BASEMENT' PLAN 
 
 • FUOM-A-EE5TAURANT ■ 
 
 • AT-THE • 
 AMERICAN • "TIN - PLATE- CO 
 
 and improvement in the way of toilet, storage, and other facilities for use in 
 shipbuilding plants. 
 
 If the basement is eliminated altogether, the refrigerators could be placed 
 on the first floor, probably without necessarily increasing the dimensions of 
 the building in either length or width. The space saved by the elimination 
 of the basement stair and the dumb-waiter, together with the utilization of what 
 appears to be waste space in and between the scullery and kitchen, and a slight 
 reduction of the area now occupied by the bakery, would no doubt be sufficient 
 for all the cold-storage facilities required. 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 29 
 
 The fact that another building is standing adjacent to this one is the rea- 
 son for the omission of windows in the rear wall. If this same condition is 
 not to be contended with, it would, of course, be well to provide for light and 
 ventilation through this wall, especially in the scullery. 
 
 In cases where the first-floor level is far enough above grade to make the 
 use of steps at the entrances and exits necessary, it is always considered better 
 practice to build a stoop or landing at the top of the stair rather than to let the 
 door open directly on the flight. 
 
 The private dining room is intended for the use of staff, superintendents, 
 foremen, other officials, and visitors. It would be well if a butler's pantry, or 
 so-called pass pantry, were provided between the kitchen and this dining room 
 for the use of the special waiters and the storage of special silverware, dishes, 
 linen, etc. The pantry would also act as an aid in preventing gases and odors 
 from getting into the dining room from the kitchen. This is an important 
 detail to be kept in mind in planning an exclusive room of this kind. 
 
 The location of the building is another important matter to consider. The 
 outlook through the dining room windows should be as pleasant as possible, and 
 it should be evident that the building ought to face south, or as nearly so as 
 possible. 
 
 BRITISH EXPERIENCE 
 
 The following quotations from the admirable report on industrial canteens 
 prepared by the British Health of Munition Workers' Committee give some use- 
 ful information which should be adaptable to American conditions : 
 
 The site is very important ; it should be in a central position, easy of access to all parts of the 
 •works. The building should not be a barrack, but should have an agreeable and attractive appear- 
 ance. It should include dining room or rooms, kitchen, scullery, larder, stores, catering office, and 
 sanitary accommodation. The stores, larder, etc., should open upon a yard, with an easy access for 
 tradesmen's carts, etc. As the system of service would be a counter service, the kitchen and scullery 
 should abut direct upon the dining room. 
 
 Detail No. k. 
 
 
 
 •mm 
 
 Jt^oa/ s^fTi'/ Poor 9 
 
 SECTION' 
 
 •E'LEVATION- 
 
 ■ SECTION' 
 
 • ELEVATION' 
 
 STORAGE -C.A.SE: S- in use at .GLEA50N'W01iK.S 
 - roCHESTEE.N.Y, 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 31 
 
 It is suggested that about 8^ square feet per person seated should be allowed in the dining 
 rooms. 
 
 The following inexpensive permanent construction has been found suitable: 
 
 Walls. — Nine-inch brickwork rendered externally with Portland cement three-fourths inch thick 
 and finished with a rough-cast surface ; with large span roofs brick piers of greater thickness will be 
 required under the roof principals ; the brickwork internally to be fiat pointed with a painted dado 
 to a height of 5 feet (salt-glazed in lavatories, etc.), the brickwork above distempered, no plaster 
 being used. 
 
 Roofs. — Boarded and covered with slates, the underside of boarding being painted a cream color. 
 
 Floors. — Concrete, with granolithic face. 
 
 The store and larder should be fitted with shelving of deal 1 inch thick supported on 2 by 1^ 
 inch framed bearers and uprights. The shelving should be kept 1 inch away from the walls. 
 
 The larder should, if possible, face north, and perforated zinc panels should take the place of 
 glass in one-half the area of the windows to provide permanent ventilation. 
 
 (Health of the Munition Worker, 1917, pp. 72-73.) 
 
 A NEW METHOD OF CONSTRUCTION 
 
 A splendid system of cheap but durable construction has been devised and 
 perfected by a iNew York firm of achitects and engineers, and is described in 
 the April 3, 1918, issue of the American Architect, by Mr. William E. Groben. 
 Drawings illustrating the method are also given. Mr. Groben says in part : 
 
 In order to meet the scarcity of building materials, principally brick and lumber, Mr. E. G. 
 Perrot, of the firm of Ballinger & Perrot, architects, of New York and Philadelphia, has devised 
 and perfected a system of construction which makes the erection of large numbers of permanent 
 and durable houses in record-breaking time a possibility. This type of construction is styled the 
 concrete stud and cement stucco construction. 
 
 He then goes on to describe and explain the construction, and to point out 
 its advantages from a time-saving as well as from an economical and serviceable 
 point of view, because — 
 
 In this type of construction, reinforced concrete is substituted for masonry walls; not, however, 
 of the poured monolithic system customarily used heretofore, nor the precast concrete method, but 
 by applying the concrete either by hand or by means of the cement gun. Concrete is particularly 
 adaptable to this form of construction because it is permanent, fire-resisting, sanitary and water- 
 pi oof; and when used in the large scale operations contemplated at the present time, it makes for 
 maximum economy by employing labor-saving machinery and re-using equipment. Furthermore, 
 concrete is generally a more nearly local building material than any other, and its use not only 
 materially assists in relieving the already overtaxed transportation facilities of our country but 
 also eliminates the delays in construction due to embargoes and irregular shipments. 
 
 It is confidently felt that the concrete stud and cement stucco construction is without excep- 
 tion the cheapest and best method to be employed for the quick erection of industrial houses at 
 any time, and particularly during the present shortage of labor and material. It requires the 
 fewest laborers, the shortest time for erection, less concrete per house, and, having hollow walls, 
 produces a drier house than obtained by any other form of masonry construction. It is likewise 
 adaptable to base hospitals, barracks, one-story factories, etc. In factory buildings, where no 
 interior finish is required, the interior wall surfaces may be metal-lathed and concreted in the 
 same manner as described for the exterior. 
 
 After the cellar has been excavated a stone or concrete foundation wall is built. In the latter 
 case the concrete is poured from a traveling mixer, with loader, into wood forms made in panels 
 so as to be easily removable. The first-floor wood joists are then set in place on the foundation 
 wall. On these a wood frame, consisting of studs, joists and rafters, is erected in the usual 
 manner of building the skeleton of a frame house. Every fourth stud is doubled, allowing the 3 
 by 4 inch space between, which is filled with concrete, to form a concrete stud. At the second floor 
 and roof levels, a ledger board, with bottom attached, is placed over the studs and so arranged 
 that, when filled with concrete, they form beams which, with the vertical concrete studs, make a 
 homogeneous concrete frame. The concrete studs when completed are continuous from foundation 
 to roof. On the top of the lower ledger board the second-floor joists are set, then the second-story 
 studs, and so on. When this frame is completed, including the party wall, and the roof is on, 
 heavy waterproof paper is nailed to the outside of the exterior wall studs, leaving the space between 
 the double studs open to receive the concrete. Over the waterproof paper the metal lath, or con- 
 crete reinforcement, is stretched. The concrete studs are reinforced with steel rods fastened to the 
 metal lath. The ledger boards have a bottom wood piece or form, so that when filled with con- 
 
32 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 crete they act as beams to carry the floor joists and roof rafters. The wood studs act in the dual 
 capacity of supporting the cement stucco while it is being applied and as furring strips in the 
 finished building. 
 
 Everything is now ready to apply a 1% to 2 inches thick concrete coating to the exterior by 
 means of the cement gun, filling the space between the doubled studs to form the continuous vertical 
 concrete stud. If, for any reason, the cement gun is not available, the continuous vertical studs 
 and ledger boards can be poured with concrete ax-d the exterior metal lath coated with 1:2 cement 
 mortar by hand. The concrete is 33 per cent denser than ordinary poured concrete and about 
 twice as strong. Color effects may be obtained by adding mortar stain to the concrete while it is 
 being mixed. No further treatment of the exterior wall surface is needed. The rapidity with 
 which this type of house may be erected is dependent only upon the number of cement guns put 
 into simultaneous operation, or, if the work is done by hand the number of workmen employed 
 at any one time. Particular attention is called to several of the chief points in favor of this 
 construction, which are: First, after the framework of any number of houses is once erected, 
 the cement can be applied without any interruption, in contradistinction to the usual procedure 
 of stuccoing a part of the work, then shifting the laborers and their materials to another portion 
 while the first is being completed, and then having to shift them back again. Second, the 
 numerous cracks so common to all other forms of concrete construction are entirely eliminated 
 in this process, because the vertical concrete studs carry all the load so that there is no shrinkage 
 or settlement to contend with in this monolithic structure. Party walls merely have a skim coat 
 of white plaster applied to the cement for a finish, which makes a saving on this wall alone of 
 at least 8 cents per square foot over the usual plastered surface. Either of these two latter 
 methods of construction compete very favorably with frame, especially now when wood is expen- 
 sive and difficult to obtain. 
 
 The fundamental idea involved is to produce a cheap, semi-fireproof house, i. e., one which 
 may be built with the same rapidity and cost as an all-wood structure. If it is desired to 
 increase the fire-resisting qualities of the building, metal lath, instead of wood lath, may be 
 used on interior surfaces which are to be plastered. 
 
 Proper attention and consideration should be given to lighting, heating, and 
 ventilating equipment. 
 
 Interiors should be finished in light shades in order better to distribute 
 natural illumination. Such shades as light buff for side walls and cream for 
 ceilings are giving good results in many plant restaurants. The total glass 
 area should be amply sufficient for admission of the proper amount of light. In 
 no case should the total glass area of the windows be less than one-tenth of the 
 floor area of the various rooms in which they occur. On the other hand, this 
 area should not be exceedingly large, especially in cold climates, for economical 
 reasons. Windows are a source of enormous heat losses and, therefore, should 
 not be placed in a wall indiscriminately or indifferently. A large room is 
 usually best lighted when the windows are built close up to the ceiling. Further- 
 more, the reflected light coming down from the light ceiling above is not hurtful 
 to the eyes. 
 
 Steam or hot-water heating is generally to be preferred to any other sys- 
 tem. The initial cost, however, is perhaps so great as to make its use prohibitive 
 because of the fact that no artificial heat is required for four or five months of 
 the year. Independent stoves will, no doubt, be resorted to in the more tempo- 
 rary structures. Adequate provision for the prevention and extinction of fires 
 should, therefore, be made. 
 
 Cross ventilation through windows of the hinged type rather than the 
 double-hung type is probably the most effective way of clearing the dining 
 rooms and other rooms of foul air, body odors, etc. Mechanical ventilation by 
 use of the force-draft or plenum-room system is the last word in ventilation, but 
 again the element of cost prohibits its installation in all but the more per- 
 manent or comparatively permanent buildings. Refrigerators and storage 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 33 
 
 rooms should receive minute attention in the matter of ventilation, no matter 
 what the class of building. In all the kitchens a hood of galvanized iron should 
 be built over the ranges and connected to a separate flue for the purpose of car- 
 rying off steam, gases, odors, etc. 
 
 SUMMARY 
 
 In summing up this section on construction a few of the more important 
 matters may properly be re-emphasized. 
 
 LOCATION 
 
 The buildings should be convenient to the workers, not too far distant from 
 the work places. The kitchen should occupy a central position, and when mess 
 halls are detached they can readily be served with food from a central kitchen. 
 The location of all buildings should be such as to secure good natural lighting 
 and ventilation. 
 
 RAILINGS AND COUNTERS 
 
 It is very important that railings or barriers be placed in front of self- 
 service counters so that the men can be kept in an orderly line. The service 
 counters should be of sufficient length and width to avoid crowding of food 
 placed thereon. The counters should be so constructed as to furnish the maxi- 
 mum protection to the food while making it accessible to the workmen. Pastries, 
 particularly, should be so guarded as to prevent their being handled indiscrimi- 
 nately by the workmen before final acceptance. It is not an uncommon practice 
 for the men to lift pie crusts to inspect the filling before acceptance. Such 
 practices, for sanitary, if for no other reasons, should be prevented. 
 
 The self-service counters should carry a front rail on which the trays can be 
 slid along as they are being filled. An alternative where combination dinners are 
 served is a movable belt or conveyor. 
 
 SPACE 
 
 For promptness of service, ample space is required in the entrance and exit 
 passages, in the kitchen and in the dining or mess halls. The proper dining room 
 space is from 8V2 to 10 square feet per person seated. This is recommended 
 both by the British Health of Munitions Workers' Committee and by the New 
 Jersey Department of Labor. 
 
 TABLES AND SEATS 
 
 Tables and seats should be as attractive as possible, without being fancy. 
 The tops of the tables should be of material easily cleaned. Hard maple, or soft 
 wood covered with linoleum or other durable material, make serviceable tops. 
 Composition glass or white tile table tops are also giving satisfaction. Seats may 
 be of the stool, chair, or bench type. When space permits, the chair is preferable. 
 The stool attached to the table as described on pages 16 and 17 is giving satisfac- 
 tion in the works restaurant of the Illinois Steel Co. 
 
 WINDOWS 
 
 Windows should be so placed as to give the maximum of light with the 
 minimum of heat loss. In narrow mess halls roof lighting is sometimes quite 
 
34 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 satisfactory. The window should serve as a ventilator also wherever possible. 
 The swinging type of window gives better ventilation possibilities than the ver- 
 tical opening, where one-half the window space is necessarily occupied with the 
 sash and glass. 
 
 SCREENS 
 
 These should be full length and sixteen mesh. The swinging windows, if 
 swung inside, will not interfere with the full length window screen. 
 
 RESTAURANT EQUIPMENT 
 
 The proper equipment of kitchen, dining and mess rooms is next in impor- 
 tance to the selection of site and construction of the necessary buildings. 
 
 COOKING APPARATUS 
 
 English and American experience have demonstrated that "the efficiency of 
 the cooking in a canteen depends to a large extent on the wise choice of the cook- 
 ing apparatus." The kind of fuel to be used will depend to some extent upon 
 geographical location and to some extent, also, upon the size of the canteen. 
 Electricity is cleanest, but usually is too expensive. Gas, in most cases, will 
 probably prove the most efficient cooking medium. In plants where steam is 
 readily available it will be found excellent for cooking purposes and it is also 
 the most desirable and economical medium for the warming of cold foods and 
 keeping hot such foods as are served hot. 
 
 Hotel and restaurant equipment manufacturers and distributors will 
 usually be able to submit the best plan and method of installation if they are 
 furnished with particulars such as the number to be catered to, location of 
 canteen, etc. 
 
 The following quotations from the hand-book prepared by the Health of 
 Munition Workers' Committee, London, 1917, should prove of value: 
 
 The following particulars relating to cooking apparatus may be useful: 
 For 100 persons: 
 
 One double-oven range for roasting and baking, with hot plate for boiling, frying, etc. 
 
 One hot closet and warming cupboard, about 48 inches long by 30 inches high by 24 inches 
 deep. 
 
 One 15-gallon boiler for vegetables, etc. 
 
 One 15-gallon boiler for tea water, washing up, etc. 
 For 250 persons: 
 
 One 3-oven range for roasting and baking, with hot plate for boiling, frying, etc. 
 
 One hot closet and warming cupboard, about 72 inches long by 30 inches high by 30 inches 
 deep. 
 
 One potato and pudding steamer. 
 
 One 20-gallon boiler for vegetables. 
 
 One 25-gallon boiler for tea water. , 
 
 One 10-gallon boiler for soup. 
 
 Boiler for supplying hot water through the sink taps. 
 For 500 persons: 
 
 One large roasting oven. 
 
 One 3-oven range. 
 
 Hot closets and warming cupboards to form part of each serving counter. 
 
 Carving table with hot closet under for warming plates. 
 
 One potato steamer. 
 
30-1 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 35 
 
 One pudding steamer. 
 
 One 25-gallon boiler for vegetables. 
 
 Two 25-gallon boilers for tea water. 
 
 One 20-gallon boiler for soup. 
 
 Boiler for supplying hot water through the sink taps. 
 Teak sinks (3 feet long, 2 feet wide, 1 foot deep) are generally more suitable for washing up 
 crockery, etc., than the ordinary sinks of glazed fire clay. The latter or sinks of galvanized iron 
 can be used for vegetable preparation, etc. There will be a percentage of the users of the canteen, 
 at the commencement, at any rate, who will require "warming-up" facilities. These can be provided 
 for by warming closets or hot plates. It is always advisable to undertake to warm up meals. 
 Before some workers will use the canteen they must come and see things for themselves. It is 
 often found that after a while they compare the meal which they themselves bring with that 
 purchased in the canteen, generally to the disadvantage of the carried meal. 
 
 CATERING EQUIPMENT 
 
 Experience has demonstrated that it is good economy, owing to the high cost 
 of labor, to install apparatus and machinery sufficient to do the maximum of 
 kitchen work consistent with the local conditions. 1 Among other labor-saving 
 devices mention may be made of the potato peeler, potato masher, bread mixer, 
 bread slicer, bread crumber, butter cutter, meat slicer, meat chopper, vegetable 
 chopper, egg whip, flour sifter, lemon squeezer, silver cleaner and polisher, and 
 dish- washing machines. As dish washing is one of the big problems in all cater- 
 ing the following quotation may prove useful to some prospective buyers of dish- 
 washing machines : 
 
 HAND VS. POWER DISH-WASHING MACHINES 
 
 The principle on which any dish-washing machine, hand or power, must work is the passing 
 over the surface of the dirty dishes of hot water and soapsuds not over 190 degrees of heat, and 
 the subsequent rinsing and sterilizing of these dishes in clean water at 212 degrees of heat. 
 
 When a great number of dishes are to be washed, the weight of the dishes to be moved to 
 and fro through the water and the quantity of water to be pumped over the dishes necessitates 
 power, but, where a small quantity of dishes are to be washed, one basketful after another can 
 be agitated in the water by hand by the attendant, who otherwise stands idle while power does the 
 agitating. 
 
 For a quantity of dishes not exceeding 1,500 per hour, hand power produces the same results 
 as mechanical power, and eliminates the cost of the motor, the pump, and the current to run it. 
 For 2,000 dishes and upward per hour, power is advisable, and additional attendants are required 
 to handle the work as the number of dishes increases. 
 
 The claims made that power is advisable for all dish-washing machines should, therefore, 
 be qualified by stating for all dish washing calling for over 2,000 dishes per hour. 
 
 (The Modern Hospital, p. 71, Vol. IV, 1915.) 
 
 Tableware, to be economical, should be of a quality not easily breakable. It 
 is important, however, that the dishes be attractive, and a good buyer can select 
 ware that is both durable and attractive. 
 
 Experience teaches that it is good economy to purchase high-grade equip- 
 ment even though the first cost may appear excessive. To illustrate, in one of 
 the shipyard canteens the enamelware used in the mess halls proved of such 
 poor quality that the coating came off in flakes. Unless such ware is high-grade 
 the rough usage from mechanical washing and stacking is certain soon to make 
 it quite useless. The Army and Navy specifications call for heavy vitrified 
 china for canteen purposes. 
 
 1 Many establishments, in addition to the attractive restaurants, have exceptionally well-equipped 
 kitchens with all the up-to-date electric machines for saving work. An electric dish-washing machine 
 through which 24,000 pieces could pass in an hour with practically no breakage and an electric potato 
 peeler holding a barrel of potatoes at a time, are features of one establishment. In almost all of the res- 
 taurants which serve large numbers, part or all of the many electric labor-saving devices have been installed. 
 
 "Lunch Rooms for Employees," by Alice L. Whitney, Monthly Review. U. S. Bureau of Labor Statistics, 
 December, 1917, p. 211. 
 
36 
 
 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 The following classified list of equipment, with notations, is from the 
 admirable report of the British Health of Munition Workers' Committee : 
 
 I. Catering office equipment: V. 
 
 Account books, etc. 
 Chairs. 
 Desk. 
 
 Safe for money. 
 II. Mess room: 
 
 American cloth or linoleum for tables and VI. 
 
 counter. 1 
 Chairs or benches. 2 
 Cash till. 
 
 Curtains for window (dark). 
 Scraper mat at door. 
 Tables (2 feet 3 inches or 2 feet 6 inches 
 
 wide). 8 VII. 
 
 Waste-paper baskets. 4 
 
 III. Table equipment cutlery: 
 
 Carving knives and forks. 
 
 Dessert spoons ( 7 inches in length ) . 
 
 Forks (7f inches in length). 5 
 
 Knives (9£ inches in length). 5 
 
 Mustard spoons. 
 
 Steels. 
 
 Salt spoons. 
 
 Tablespoons (8| inches in length). 
 
 Teaspoons ( 5 \ inches in length ) . 
 
 IV. Glass crockery: 
 
 Cups (liquid capacity 10 ounces) and 
 
 saucers. 
 Egg cups. 
 
 Jugs for water (liquid capacity 2 pints). 
 Mustards. 
 
 Milk jugs (liquid capacity If pints). 
 Meat dishes (assorted sizes). 
 Peppers. 
 Plates for meats and puddings ( 10£ 
 
 inches, one size only). 8 
 Salts. 7 
 
 Small plates (7£ inches). 
 Sugar basins. 
 
 Soup bowls (preferable to plates). 
 Teapots. 8 
 
 Tumblers (liquid capacity 13 ounces). 
 Vinegars. 
 V. Cooking and seiwing apparatus: 9 
 
 Boilers or steamers for vegetables and 
 
 puddings. 
 Boilers for heating water for making tea, 
 
 etc. 
 Carving table. 
 
 Hot-water apparatus for washing up, etc. 
 Oven range. 
 
 Cooking and serving apparatus — Continued. 
 
 Roasting oven. 
 
 Hot closet for storing cut-up plates or 
 meat, etc. 
 
 Stock pot. 
 
 Grilling table. 
 Linen : 
 
 Dusters. 
 
 Glass cloths. 
 
 Kitchen rubbers. 
 
 Muslin strainers. 
 
 Swabs. 
 
 Small hand towels. 
 Kitchen, scullery, and larder requisites, etc. 
 
 Baking tins. 
 
 Bass broom. 
 
 Box of mixed tools and accessories. 
 
 Bread knife. 
 
 Bread-cutting machine. 
 
 Cooks' knives. 
 
 Colanders. 
 
 Chopping board. 
 
 Covered sanitary bins. 
 
 Corkscrews. 
 
 Dust pan and brushes. 
 
 Enameled washing-up bowls. 
 
 Enameled cans. 
 
 Enameled pie dishes. 
 
 Frying pans. 
 
 Flour dredger. 
 
 Flour bin. 
 
 Fish kettle. 
 
 Gravy strainer and ladle. 
 
 Graters. 
 
 Japanned trays. 
 
 Knife machine. 
 
 Knife boxes. 
 
 Kitchen chairs. 
 
 Kettles. 
 
 Large black oval pots with tin covers. 
 
 Large iron spoons. 
 
 Lemon squeezers. 
 
 Meat safe. 
 
 Meat chopper. 
 
 Mincing machine. 
 
 Potato-peeling machine. 
 
 Plate rack. 
 
 Pudding basins. 
 
 Pastry board and rolling pin. 
 
 Rigid table. 
 
 1 In some of the best managed canteens the use of tablecloths has been found quite satisfactory. 
 
 2 Chairs are generally found to be more comfortable and satisfactory than forms, particularly where 
 the workers wait upon themselves. 
 
 a If space permits, frequent passages between the tables should be allowed for. 
 
 * Waste-paper baskets, preferably wire ones, should be provided about the mess room ; the effect these 
 have on the general tidiness of the room is considerable. Trucks can be used for the collection of dirty 
 crockery, etc. 
 
 B Large knives and forks only are necessary ; the most suitable knives are those with solid metal 
 handles. 
 
 •The provision of flat-topped covers for the plates of food is suggested, as these keep the food hot 
 and render them more easily stored in the hot closets. 
 
 7 Pourer salts can be used, but it is generally found that an ordinary salt and spoon is best. 
 
 It is not generally advisable to supply a teapot for each individual, and only cups of tea should be 
 served. The tea can be made in gallon teapots, but can be most economically served from an urn. 
 
 • In some districts the local gas companies will hire out stoves, etc., for cooking. 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 37 
 
 VII. Kitchen, scullery, and larder requisites, VII. Kitchen, scullery, and larder requisites, 
 etc. — Continued. etc. — Continued. 
 
 Scales and weights. 1 Sink baskets. 
 
 Scoop. Tin opener. 
 
 Sweeping brushes. Towel rack. 
 
 Scrubbing brushes. Tea canister. 
 
 Saucepans. Urns holding capacity 4 to 6 gallons). 1 
 
 Stepladder. Wire dish covers. 
 
 Sinks (a good size 3 by 2 by 1 foot). 2 Wire sieves. 
 
 Sink brushes. Wooden spoons. 
 
 The kitchen of an exceptionally well-equipped industrial canteen for 280 persons at Leeds (Eng- 
 land) contains the following utensils: One large gas stove (three ovens) ; one steam-heated, hot 
 closet and carving table for heating plates and dishes and keeping the food hot; one steamer with 
 four compartments for steaming and boiling; one 30-gallon steam- jacketed pan for soups; one 
 10-gallon copper water-jacketed pan for milk, stewed fruit, porridge, etc.; a knife machine; a 
 potato peeler; a bread cutter; a steam kettle; a whisking machine for batter and Yorkshire pud- 
 ding; a mincing machine; large bins for storage; enamel bowls, jugs and stew jars, substantial 
 tinned steel bowls for baking, and ordinary kitchen and dining-room "crockery" of white stone- 
 ware. This canteen has a staff of matron, cook, and four assistants. 
 
 In one of the large American shipyards the following equipment is designed 
 for use in 9 separate mess halls, in each of which an average of 1,000 men will 
 be fed per day: 
 
 Six hundred pie plates. 
 Six hundred knives. 
 Six hundred forks. 
 
 One refrigerator. 
 One 9-foot steam table. 
 Two coffee urns. 
 Two hot-water urns. 
 Three hundred trays. 
 Six hundred soup bowls. 
 Six hundred dinner plates. 
 Five hundred water glasses. 
 
 Six hundred tea spoons. 
 Six hundred soup spoons. 
 One modern steam dish washing and dry- 
 ing apparatus. 
 
 These mess halls are to be served from a central kitchen. Two larger mess 
 halls in the same plant, each designed to accommodate 3,000 men per day, will 
 each require three times the permanent apparatus specified above and four times 
 the amount of crockery and other tableware. 
 
 The following kitchen and dining room equipment is in use in the cafeteria 
 of the Bureau of Engraving and Printing, Washington, D. C, where some 8,000 
 meals or portions of meals are dispensed every workday, 4,000 being dispensed 
 between 11.30 a. m. and 1 p. m. : 
 
 One hundred dozen 7-inch plates. 
 
 One hundred dozen 4-inch plates. 
 
 One hundred dozen 4-inch baker, vege- 
 tables. 
 
 One hundred dozen mugs. 
 
 Two thousand knives. 
 
 Two thousand forks. 
 
 Two thousand five hundred teaspoons. 
 
 Two thousand table or dessert spoons. 
 
 One thousand five hundred ice cream 
 saucers. 
 
 Fifty dozen salt casters. 
 
 Fifty dozen pepper casters. 
 
 Fifty dozen cruets. 
 
 Two thousand five hundred butter chips. 
 
 Two hundred custard cups. 
 
 Two thousand five hundred steel trays, 
 tinned. 
 
 Twenty-four roasting pans, 18 by 24 inch. 
 
 Twenty-four roasting pans, 16 by 20 inch. 
 
 Forty-eight basting spoons. 
 
 Seventy-two granite-ware pans, 18 by 22 
 
 inch. 
 Twenty- four granite- ware bread trays, 18 
 
 by 24 inch. 
 Three large soup ladles. 
 Sixty-four dozen glasses for milk. 
 One large potato peeler. 
 One bread mixer. 
 One bread slicer. 
 One bread crumber. 
 Six coffee and tea urns. 
 Two milk containers. 
 Two large copper pots, 100 gallons. 
 Two small copper pots, 40 gallons. 
 Six vegetable boilers. 
 One large broiler. 
 Four dish trucks. 
 
 1 When large quantities of food have to he purchased, a platform scales is suggested as well as a small 
 cook's scales. It Is most important that everything should be weighed and checked. 
 
 2 There should always be at least two sinks provided, one for the cook's own use, and the other for 
 the general washing up. 
 
 8 Urns with earthenware linings are recommended, as the ordinary unlined urns show a tendency after 
 a time to impart an unpleasant taste to the tea. 
 
 [Appendix to Memorandum No. 3 (Industrial Canteens) Health of Munition Workers' Committee, Lon- 
 don, 1916, pp. 6-7.] 
 
38 
 
 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 Sixteen dish trucks, trays, wood. 
 
 One butter cutter. 
 
 One meat slicer. 
 
 Two large steam tables. 
 
 One polisher for silver. 
 
 Two large vegetable choppers. 
 
 Four kitchen tables ( wood ) . 
 
 Four egg whips. 
 
 Two large carving knives. 
 
 One large platform scale. 
 
 One counter scale. 
 
 Twenty-four granite pans, 16 by 22 inch 
 
 (for pudding). 
 Two silver baskets (to wash silver with). 
 Twelve garbage cans. 
 One flour sifter. 
 One potato masher. 
 One large dish washer. 
 One ice box for cheese. 
 One ice box for butter. 
 One ice box for cooked meats and salads. 
 One ice box for milk. 
 
 COST OF EQUIPMENT 
 
 It is impossible to do more than present a few general statements as to cost 
 of kitchen and catering equipment. In any large cafeteria or restaurant labor- 
 saving machinery and apparatus will be found economical, quite regardless of 
 original cost, provided that only high-grade articles are purchased. 
 
 In the British Health of Munition Workers' Committee reports some esti- 
 mates of equipment costs are given, but they are hardly applicable to this 
 country. Prices, too, here, as elsewhere, are continually changing. The most 
 practical way to learn the cost of equipment is first to determine upon the num- 
 ber of employees to be fed and then solicit plans and bids from reliable firms 
 which make a specialty of manufacturing and handling hotel equipment. 
 
 In this connection the following quotation from a recent article will be of 
 interest : 
 
 A lunch room for which construction and equipment costs were given was built to seat 1100 
 people at one time. The room has a very large cafeteria counter and small tables with Carrara 
 glass tops. The cost of the special construction of the dining-room and kitchen was about 
 $5,300, while the equipment, furniture, and fixtures cost approximately $6,200. About 2,500 
 employees use this lunch room daily. ("Lunch Rooms for Employees," by Anice L. Whitney, 
 Monthly Review, U. S. Bureau of Labor Statistics, December, 1917, pp. 210-211.) 
 
 That many American industrial concerns have well-equipped restaurants 
 and cafeterias is evident from the following quotations, which might easily be 
 extended. 
 
 The Remington Arms Union Metallic Cartridge Co. (Inc.), Bridgeport, 
 Conn. : 
 
 There are two restaurants provided for those living too far away from the works to enable 
 them to go home to lunch. One is centrally located in the plant, which accommodates about 
 850 twice each day, for lunch. The other is directly across the street from the works and is 
 located in the barracks. This will accommodate several hundred, and is open for business all 
 the time, making it possible for anyone to get all their meals there if they so desire. The food 
 is clean and pure and is prepared in kitchens that are remarkable for their cleanliness and 
 up-to-dateness. (The National Association of Corporation Schools Bulletin, December, 1917, p. 
 17.) 
 
 The General Electric Co., Schenectady, N. Y. : 
 
 It is the endeavor of the company that food shall be of the best quality, portions large, and 
 service prompt. Fresh vegetables supplied from the company's farm are served during the 
 summer months. The restaurant is provided with all necessary cooking and refrigerating 
 equipment, and all food is prepared in the building. In addition to the table d'hote dinners, which 
 are served only during the noon hour, a la carte service is maintained during the remainder of 
 the day. While the table d'hote meals cost something more than the price charged for them, 
 this loss is about offset by the profit in the fi la carte service and the sale of tobacco and cigars. 
 The restaurant as a whole is consequently about self-supporting. (The National Association of 
 Corporation Schools Bulletin, December, 1917, pp. 11-12.) 
 
 The Kohler Industries, New York City: 
 
 An airy and cheerfully decorated restaurant is maintained adjacent to the various factories 
 for the convenience of the employees. Clean, wholesome food in generous portions is served here at 
 exceedingly moderate prices. The equipment is ample and modern in every way, and the appli- 
 ances in the culinary department rival those of many well-known hotels. A competent manager is 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 39 
 
 in charge, and everything possible is done to make the restaurant a comfortable meeting place. 
 There is a main dining room with a capacity of 400. Employees are served here from 12 to 2. 
 (The National Association of Corporation Schools Bulletin, December, 1917, p. 15.) 
 
 The Curtis Publishing Co., Philadelphia, Pa. : 
 
 The kitchen and dining room apparatus of this company represents a distinct style of equip- 
 ment, designed to harmonize with the finish of the rooms and to feed the employees at the most 
 economical cost of service and preparation of food products. The gas range installed in the 
 kitchen does away with the handling of coal and ashes, and the steam cooking kettles eliminate 
 the cost of fuel. The section of the hood over the kettles is lined with copper and the condensing 
 steam, which drips back into the pan holding the kettles, runs off through the gutters and outlets 
 provided for it. The kitchen refrigerators are lined inside with white enamel, and there is also 
 a refrigerator for freezing the garbage, to prevent escaping odors in removing it from the building. 
 (The National Association of Corporations Schools Bulletin, December, 1917, pp. 13, 14.) 
 
 Several of the American shipbuilding" companies also, as has previously been 
 indicated, have installed up-to-date equipment in their restaurants, cafeterias, 
 and lunch-rooms. Notable among these are the equipments installed at the three 
 fabricated yards — Submarine Boat Corporation, Newark, N. J. ; American Inter- 
 national Shipbuilding Corporation, Hog Island, Philadelphia, Pa.; and the 
 Merchant Shipbuilding Corporation, Harriman, Pa. 
 
 SOME REPRESENTATIVE MAKERS OF AND DEALERS IN HOTEL, 
 RESTAURANT, AND CAFETERIA EQUIPMENT 
 
 The names and addresses of several of the leading houses selling restaurant 
 and hotel equipment are presented in the following list. No pretense is made 
 that this list is complete, but it is fairly representative, geographically, and it 
 should prove helpful to prospective buyers of kitchen ranges, kitchen machinery 
 and apparatus and other restaurant equipment : 
 
 Morandi-Proctor Co., Boston, Mass. 
 
 Bramhall Deane Co., New York, N. Y. 
 
 L. Barth & Son, New York, N. Y. 
 
 New York French Range Co., New York, N. Y. 
 
 Duparquet, Huot & Moneuse Co., New York, 
 Chicago, Boston, Washington. 
 
 G. S. Blakeslee & Co., New York and Chicago. 
 
 Russell & Watson, Buffalo, N. Y. 
 
 V. Clad & Sons, Philadelphia, Pa. 
 
 Wm. F. Dougherty & Sons, Philadelphia, Pa. 
 
 Victor V. Clad & Co., Philadelphia, Pa. 
 
 Bernard Gloekler Co., Pittsburgh, Pa. 
 
 Demmler & Schenck Co., Pittsburgh, Pa. 
 
 Hutchinson Bros., Baltimore, Md. 
 
 Maag-Ostendorf Co., Baltimore, Md. 
 
 S. B. Sexton Stove & Manufacturing Co., Bal- 
 timore, Md. 
 
 E. B. Adams Co., Washington, D. C. 
 
 Dulin & Martin Co., Washington, D. C. 
 
 C. Elmo Billups, Norfolk, Va. 
 
 Gilreath Durham Co., Greenville, S. C 
 
 Hotel Equipment Co., Atlanta, Ga. 
 
 Tampa Hardware Co., Tampa, Fla. 
 
 Empire Scale & Fixtures Co., Jacksonville, Fla. 
 
 A. Baldwin & Co., New Orleans. La. 
 
 Wrought Iron Range Co., St. Louis, Boston, 
 Denver. 
 
 Lincoln Fixture & Supply Co., Lincoln, Nebr. 
 
 Omaha Hotel Supply Co., Omaha, Nebr. 
 
 Salt Lake Hardware Co., Salt Lake City, 
 Utah. 
 
 Cass-Smurr-Damerel Co., Los Angeles, C'al. 
 
 Chas. Brown & Sons, San Francisco, Cal. 
 
 Newton-Weller-Wagner Co., San Antonio, Tex. 
 
 Burton Range Co., Cincinnati, Ohio. 
 
 John Van Range Co., Cincinnati, Ohio. 
 
 Wm. Miller Range & Furnace Co., Cincinnati, 
 
 Ohio. 
 May-Fieberger Co., Akron, Ohio. 
 Star Hardware & Supply Co., Toledo, Ohio. 
 Schwenger-Klein Co., Cleveland, Ohio. 
 Born Steel Range Co., Cleveland, Ohio. 
 Shoedinger-Marr Co., Columbus, Ohio. 
 Chicago Hardware Foundry Co., North Chi- 
 cago, 111. 
 Vonnegut Hardware Co., Indianapolis, Ind. 
 Chicago Range Co., Chicago, 111. 
 Crown Wells Co., Chicago, 111. 
 William F. Traub, Chicago, 111. 
 Albert Pick & Co., Chicago, 111. 
 Detroit City Gas Co., Detroit, Mich. 
 H. C. Weber & Co., Detroit, Mich. 
 Keifer-Haessler Hardware Co., Milwaukee, 
 
 Wis. 
 E. W. Morgenthaler & Son, Milwaukee, Wis. 
 Marshall-Wella Hardware Co., Duluth and 
 
 Winnipeg. 
 Joesting & Schilling Co., St. Paul, Minn. 
 Chase & West, Des Moines, Iowa. 
 The Orcutt Co., Sioux City, Iowa. 
 Zahner Manufacturing Co., Kansas City, Mo. 
 Dohrmann Commercial Co., San Francisco, 
 
 Cal. 
 The Ingle Manufacturing Co., San Diego, Cal. 
 Ano-lo Range & Refrigerator Co., Los Angeles, 
 
 Cal. 
 Honeyman Hardware Co., Portland, Ore. 
 B. B. Buell & Co., Seattle, Wash. 
 Gurney Foundry Co., Vancouver, B. C 
 MacLennen, MacFeeley (Ltd.), Vancouver, 
 
 B. C. 
 
40 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 SANITATION AND HYGIENE 
 LOCATION, LIGHTING, AND VENTILATION 
 
 The buildings should be located conveniently in or near the shipyards, and 
 there should be an abundance of natural light in the dining rooms and kitchen 
 from windows or skylights. Well-lighted and ventilated buildings adequately 
 equipped with necessary facilities and strict cleanliness of operations are of 
 great importance in maintaining sanitary conditions in restaurants and eating 
 houses. 
 
 The kitchen should be given a central location, if possible, so that food may 
 be served readily to wings on either side or to adjacent mess halls. Non- 
 absorbent floors of concrete or composition are most easily kept clean. 
 
 HEALTH OF EMPLOYEES 
 
 Probably the greatest factor in the spread of disease from restaurants and 
 eating houses is the employee who is suffering from a communicable disease 
 or who is a carrier of infection. For this reason the industrial physician should 
 make an inspection of each employee before he commences work and all 
 employees affected with any venereal disease, smallpox, diphtheria, scarlet 
 fever, yellow fever, tuberculosis, trachoma, typhoid fever, dysentery, measles, 
 mumps, whooping cough, chicken pox, or any other infectious or contagious 
 disease, should be excluded from the eating places, nor should they be allowed to 
 handle any food. 
 
 WATER SUPPLY 
 
 The water supply should be obtained from a source which is known to be 
 safe. Many of the city supplies are now properly safeguarded, but inquiry 
 should be made as to whether the supply is approved by the State Board of 
 Health. Water taken from streams and rivers is generally dangerous, unless 
 purified. Shallow wells with inadequate protection at the surface to exclude 
 pollution also favor the spread of water-borne diseases. A sanitary inspection 
 of the surroundings as well as a chemical and bacteriological examination of the 
 water from such wells should be made before it is used. 
 
 In certain instances difficulty has been experienced in making good coffee. 
 This is often due to lack of cleanliness in utensils and to iron in the water. The 
 coffee container should be cleaned and scoured daily. Iron in the water some- 
 times produces a muddy and uninviting liquid due to the formation of tannate 
 of iron. This trouble can often be obviated by using water from another source 
 or by aerating and filtering the water. 
 
 QUALITY OF FOOD 
 
 Great care must be taken to serve only wholesome food, as many cases of 
 dysentery and other intestinal disturbances have been traced to spoiled food. If 
 there is any doubt about the condition of meats or other foods, they should not 
 be served. Inspected meats should be purchased if they can be obtained. The 
 Government annually spends several millions of dollars to inspect meats, but 
 unfortunately all meat sold is not so inspected. Meat from local slaughterers 
 who do business entirely within the State is not subject to Federal inspection. 
 
 PASTEURIZATION OF MILK 
 
 Proper protection from tuberculous infection demands that the milk supply 
 should be pasteurized or be obtained from cows which have been tuberculin 
 tested within a year by a reliable veterinarian. Tuberculosis has been shown to 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 41 
 
 be transmissible to man through milk infected with bovine tuberculosis and 
 septic sore throat and diphtheria have also been traced to infected milk supplies. 
 Thorough pasteurization protects the consumer from such infection. Butter in 
 many instances has been found to contain living tubercle germs, and for this 
 reason the milk and cream used in its manufacture should also be pasteurized. 
 
 REFRIGERATION OF FOOD 
 
 Adequate provision for refrigerating meats, milk, butter, and other foods is 
 essential. For this purpose, ice boxes provided with a sanitary lining, preferably 
 of enameled metal or procelain, and so located that the ice may be inserted with- 
 out being carried through the kitchen, are desirable. These ice boxes should be 
 thoroughly cleaned daily and a frequent inspection made to ascertain the condi- 
 tion of the food in them. It is quite necessary and desirable that meats, dairy 
 products, and vegetables be kept in separate compartments, both to prevent the 
 tainting of milk and butter and as an aid to orderliness, cleanliness, and sanita- 
 tion generally. 
 
 STOREROOMS 
 
 The rooms in which the groceries and other provisions are stored should be 
 dry, tightly screened, well ventilated, and protected from vermin. There should 
 be a sufficient number of shelves so that all of the stock can be stored in an 
 orderly manner. All food should be securely protected from dust and dirt and 
 no one should be permitted to live or sleep in a kitchen or dining room or other 
 room of an eating place where food is prepared, served, or stored. 
 
 PROTECTION AGAINST THE FLY 
 
 All food should be carefully protected from flies. Doors, windows, and other 
 openings should be screened during the fly season with wire of not less than 16 
 meshes to the inch. Screen doors should be self-closing and all screening should 
 be maintained in good condition. When conditions are such that the entrance 
 door remains open as the men enter, a vestibule should be provided in which a 
 fan should be operated at such times to produce an outward draft. Flytraps 
 properly baited should be placed where flies congregate. Full information 
 regarding the construction of such traps and the best baits to use in them are 
 contained in Bulletin 734 of the Department of Agriculture, which will be fur- 
 nished free upon request to that department. 
 
 DISH WASHING 
 
 Cleanliness demands that there should be abundance of running hot and 
 cold water for dish washing and general cleaning purposes. 1 Mechanical dish- 
 washing machines have the advantage of reducing labor cost and permit a 
 more sanitary handling of dishes, but if such equipment is not installed, hand 
 washing of dishes may be satisfactorily accomplished if proper facilities are 
 provided. These should include sinks having proper provision for rinsing and 
 drying the dishes. 
 
 LAVATORIES AND WASH ROOMS 
 
 Lavatories supplied with soap and individual towels should be provided in 
 connection with all restaurants and maintained in a sanitary condition, and all 
 employees and others who handle or prepare food should be required to wash 
 
 1 The maintenance of cleanliness is one of the most important points in the whole scheme of a canteen, 
 and it is one that the workers are quick to appreciate. In the mess room all floors, tables, seats, and 
 windows should be thoroughly cleansed every day, and in the kitchen all cooking apparatus should be well 
 scoured and kept scrupulously clean. The table equipment should always be well washed and polished. The 
 immediate surroundings of the canteen should be kept free from rubbish and refuse, as by this means 
 trouble from flies is greatly reduced. (Feeding the Munition Worker, p. 12, London, 1916). 
 
42 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 their hands and arms thoroughly before commencing work and after visiting the 
 toilet. Convenient and adequate toilet rooms should also be provided. These 
 rooms should be separate and apart from rooms where food is prepared or 
 served. The floors should be of non-absorbent material and should be kept 
 clean and in a sanitary condition. Toilets and sinks should be properly con- 
 nected to sewer through trapped and ventilated plumbing fixtures. Cuspidors 
 for use of employees and other persons should be placed wherever necessary and 
 thoroughly emptied and washed daily with a disinfecting solution. 
 
 COLLECTION AND DISPOSAL OF GARBAGE AND SEWAGE 
 
 Garbage, refuse, and waste products subject to decomposition and fermen- 
 tation should be kept in covered impervious receptacles. Arrangements should 
 be made with a reliable person or company to remove the garbage daily. If 
 garbage be disposed of by feeding it to hogs, it is essential that the pens shall not 
 be in proximity to the restaurant and that they be maintained in a sanitary con- 
 dition to prevent fly-breeding and nuisance. The sewage should be disposed of 
 in a sanitary manner and not be permitted to discharge upon the surface of the 
 ground or into adjoining open ditches. The Health and Sanitation Section of 
 the Emergency Fleet Corporation will furnish advice and assistance regarding 
 suitable methods for the disposal of sewage. A properly designed, constructed 
 and operated grease trap on the main drain from the kitchen sink will make 
 possible the recovery of considerable grease which, under present conditions, 
 is valuable. 
 
 INSPECTION AND SCORE CARD 
 
 Sanitary and hygienic excellence should be insisted upon in all commissary 
 buildings, equipment, foods, and food handlers. This cannot be too strongly 
 emphasized. To attain this result, daily, thorough-going inspections by a well- 
 qualified and responsible inspector are essential. The restaurant score card is 
 an excellent method for checking and recording the sanitary and hygienic con- 
 ditions of the commissary. The following card is in use by the Department of 
 Health of Newark, N. J., and is also used, with slight modifications, by the 
 commissary department of one of the large shipbuilding companies : 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 43 
 
 INSPECTION OF RESTAURANTS AND LUNCH ROOMS WHERE FOODS 
 
 ARE PREPARED OR SOLD 
 
 Owner or lessee 
 Address 
 
 Trade name j , „ 
 
 Location '. 
 
 Date of Inspection Inspector 
 
 EQUIPMENT AND 
 CONSTRUCTION 
 
 Dining room : 
 
 Floors smooth, tight, clean- 
 able 0.5 
 
 Allow only % point for 
 wood floor. 
 
 Walls smooth, tight, cleanable .5 
 
 Ceilings smooth, tight, clean- 
 able 5 
 
 Light — Natural, % ; artificial, 
 , % 1 
 
 Ventilation — Windows, % ; 
 local ventilation with fan, 
 1; flue system, 1% 1.5 
 
 Tables, % ; counter, % ; 
 
 shelves, % 1.5 
 
 Sanitary water cooler 1 
 
 Screens 5 
 
 Kitchen : 
 
 Floors smooth, tight, clean- 
 able 5 
 
 Allow only ^4 point for 
 wood floors. 
 
 Walls smooth, tight cleanable .5 
 
 Ceilings smooth, tight, clean- 
 able .1 
 
 Light — Natural, % ; artificial, 
 % 1 
 
 Ventilation — Windows, % ; 
 local ventilation with fan, 
 1; flue system, 1% 1.5 
 
 Tables, 1 ; shelves, 1 ; drain 
 board, 1 3 
 
 Absence of crevices or ledges .5 
 
 Screens 1 
 
 Apparatus and utensils : 
 
 Refrigerator — Size, 1% ; ar- 
 rangement, 1 ; good re- 
 pair, 1 3.5 
 
 Proper drainage 5 
 
 Washing facilities : 
 
 Running hot and cold water 2 
 
 Tables covered with metal, 1 ; 
 or hardwood, one piece, 
 good repair, % 1.5 
 
 Drain boards covered with 
 metal, good repair 1 
 
 Wash basin, soap, towel 
 
 (kitchen) 1.5 
 
 Dish-washing equipment, 2 ; 
 if washed by hand and 
 
 sterilized, 3 3 
 
 Toilet facilities : 
 
 Location for patrons, 1 ; for 
 employees, 1 2 
 
 Good repair 1 
 
 Wash basin, soap, and towel 2 
 
 Screens and self-closing doors 1 
 
 Total- 
 
 Score 
 
 Perfect Allowed 
 
 35 
 
 Cleanliness and Methods 
 
 Employees : 
 
 Apparently healthy ..„ 2 
 
 Certificate of recent medical 
 
 examination 7 
 
 Cleanliness, garments, 1 ; 
 where outer washable 
 
 garments are used, 2 3 
 
 Cleanliness of hands, 2 ; when 
 rubber gloves are used in 
 
 handling food 4 
 
 Dining room : 
 
 Floors clean 5 
 
 Walls clean and painted .5 
 
 Ceilings clean and painted 5 
 
 Windows clean 5 
 
 Linen, clean, % ; food cases, 
 % ; water glasses, % ; 
 
 cooler, % 2 
 
 Kitchen : 
 
 Floors clean 1 
 
 Walls clean and painted 1 
 
 Ceilings clean and painted .... 1.5 
 
 Windows clean 1 
 
 Shelves, 1 ; tables, 1 ; racks, 
 
 % 2.5 
 
 Sinks, 1 ; drain boards, 1 2 
 
 Refrigerator — Clean, 2 ; if 
 foods are in order, sep- 
 arate compartments for 
 
 meats and foods 3 
 
 Garbage receptacles (top cov- 
 ered and outside can) .... 1 
 Freedom from flies and in- 
 sects 5 
 
 Cellar clean, % ; yard clean, 
 
 % • 1 
 
 Towels (dish and hand) 2 
 
 Toilet compartment 2 
 
 Eating and cooking utensils : 
 
 Thoroughly washed 2 
 
 Scalded with boiling water or 
 
 sterilized after washing.. 6 
 Protected from contamination 2 
 Food : 
 
 Condition 5 
 
 Protected from contamination 3 
 
 Proper handling 2 
 
 Milk properly protected 1 
 
 Storage food 1 
 
 Total- 
 
 Score 
 
 Perfect Allowed 
 
 16 
 
 12 
 
 10 
 
 14 
 
 65 
 
 Equipment and construction Cleanliness and methods Total score.. 
 
 Note — If any exceptionally filthy condition Is found, the total score will be zero. 
 
44 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 MENUS: THEIR IMPORTANCE AND SOME TYPICAL EXAMPLES 
 
 FROM SUCCESSFUL RESTAURANTS AND CAFETERIAS IN 
 
 AMERICAN INDUSTRIAL PLANTS 
 
 FOOD ESSENTIALS 
 
 The following quotation states with precision and brevity some of the more 
 essential factors to be considered in the preparation of menus for men, such as 
 shipyard employees, engaged in hard, physical labor: 
 
 Xne amount of physical torce expended in daily work and the environment of the work have a 
 great effect on the requirements of the body for food. Hard labor and exposure to open air together 
 call for increased food supply; sedentary work in an artificially heated and confined atmosphere, on 
 the other hand, reduces tlie output of energy and less food is required. An ordinary laborer may 
 lose one-sixth or more of his total energy output as work, and the remainder as body heat. A 
 sedentary worker may lose little energy as work, and almost all as body. The loss due to this 
 latter cause, as activity increases, grows out of proportion to the actual energy expended as work. 
 
 Natural foods yield the essentials required to replace the energy expended and. for the repair 
 and growth of the body. They contain these essentials in the form of protein, fat, and carbo- 
 hydrates, and also supply salts and certain substances of unknown nature, called vitamines, which 
 exist in minute quantities in fresh foods and are necessary for the growth and health of the body. 
 Protein is the chief solid constituent of lean meat,; it is also present in milk, cheese, and eggs; 
 and occurs in all vegetables, particularly in Hour (bread), peas, and beans; it is not only a source 
 of energy, but it is also a body builder, and no dietary can be complete without it. Fat is chiefly 
 derived from animals; nuts also are rich in fat (from which margarine is made), but other 
 vegetables only contain fat in a much smaller degree. Carbohydrates are mainly derived from 
 vegetables in the form of flour, potatoes, or sugar. 
 
 Fat and carbohydrates can replace one another in a diet, but the body digests and deals best 
 with a certain proportion of each. Fat, however, yields weight for weight more than twice as much 
 as energy as carbohydrate, and so in cold climates and cold weather more fat is naturally eaten. 
 Experience shows that the diet should include raw food, fruit, or salads. The consumption of 
 fresh fruit, such as apples, oranges, or bananas, is highly to be commended, and should be actively 
 encouraged by the provision of good fruit at the lowest possible prices. 
 
 Fortunately the cheaper foods ( bread, margarine, porridge, milk, herrings, cheese, beans, 
 onions, cabbages, oranges, and the cheapest cuts of meat) provide all the requisite nourishments, 
 and probably better health, than is derived from more highly flavored and expensive foods which 
 only artificially stimulate the appetite. { 
 
 (A Second Appendix to Memorandum No. 3 (Industrial Canteens) Health of Munition 
 Workers' Committee pp. 3-4. By Leonard E. Hill, M. B., F. R. S., a member of the committee. 
 London, 1916.) 
 
 ENERGY-PRODUCING QUALITIES OF FOOD 
 
 Careful consideration should be given to the energy-producing qualities of 
 foods entering into menus. On this point the following statement may be quoted : 
 
 Investigations made by a number of authorities indicate that about 15 per cent of the energy 
 expended is derived from protein, and about 80 per cent from fats and carbohydrates combined; 
 that is to say, that normally protein supplies only one-fifth of the total energy expended. Numerous 
 investigations have shown that the energy required by a man engaged in fairly light munition work 
 is about 3,500 calories of food as purchased. Where calculations are based (as they are in this 
 report) on food as eaten, the minimum canteen diet may be taken to be about 3,000 calories when 
 balanced among the three classes of foodstuffs in the following proportions of dried weights: 
 Protein, 100 grams; fat, 100 grams; carbohydrate, 400 grams. This diet will often be supple- 
 mented with fruit or other small addition, according to the individual taste. Men engaged in hard 
 physical work, especially in the open air, require a good deal more energy-producing food, and 
 may consume as much as 4,500 calories with advantage. (A Second Appendix to Memorandum 
 No. 3 (Industrial Canteens) Health of Munition Workers' Committee, p. 4. By Leonard E. Hill, 
 M. B., F. R. S., a member of the committee. London, 1916.) 
 
 FOOD SHOULD BE FRESH AND APPETIZING 
 
 The constituent parts of a dietary are important if the highest value is to be obtained, but, 
 speaking generally, fresh digestible and appetizing food is more important than chemical composi- 
 tion or proportion. It will be understood that digestibility is dependent partly upon the food itself 
 being of a nature which is easily digested and partly upon the organs of digestion being healthy 
 and in good working order. Further, it should be noted that a variety of factors affect the 
 relative value of food to the individual consuming it. For instance, there is the nature of the 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 45 
 
 employment, whether sedentary or active, and the amount of energy called for. With increase of 
 work there must be proportionate increase in quantity and in nutritive value of the food eaten. 
 Ill-paid laborers and others whose food amounts only to a bare minimum can neither put forth 
 the same energy nor work at the same speed as a well-nourished man. The man who has to work 
 hard, long, or rapidly needs a proportionately ample food supply, composed of highly nutritive 
 ingredients to withstand the strain. (Health of Munition Workers' Committee Report on Industrial 
 Canteens, p. 3, London, 1915. 
 
 NEED OF GOOD QUALITY AND VARIETY IN DIETARIES 
 
 In England early in the war it was recognized that the industrial canteen 
 would prove a valuable aid in bringing about better balanced rations for workers 
 in munition plants. The following statement was made in a special report on 
 the subject in 1915: 
 
 Though there is little doubt that workers are getting a better type of food than formerly, it 
 must be admitted that large numbers of workers of both sexes are not getting such a dietary day 
 by day. Much evidence is forthcoming that this is being increasingly recognized both by employers 
 and workers. The difficulties in the way of adequate feeding arise mainly where the worker must 
 have his meals away from home. In past years and even now in normal times the worker lived 
 fairly close to his work and was frequently able to return home for his meal. At present the 
 difficulties of securing adequate food are increased, owing to the prevalence of night labor and the 
 large number of men and women who have to travel a considerable distance to their work. 
 
 In such cases the simplest alternative is for the worker to bring or receive from his home or 
 lodgings food ready prepared for eating. The objection to this arrangement is the limitation in 
 the kinds of food suitable and that it is necessarily cold and liable to be stale. There is a special 
 danger of its being confined to what can be most quickly prepared the night before without much 
 regard to its nourishing character. When the weather is warm or the food is kept for any length 
 of time in a hot work-shop it readily undergoes degeneration. (Health of Munition Workers' Com- 
 mittee Report on Industrial Canteens, p. 4, London, 1915.) 
 
 It is highly important that rations be properly balanced and varied not only 
 from meal to meal, but from day to day and from week to week. 1 If possible, the 
 dietary should be varied so that the particular meals of a given day of the week 
 shall not be practically identical from week to week. The psychology of too 
 much repetition waits badly upon digestion and is as unnecessary as it is 
 undesirable. 
 
 Many companies have become so thoroughly convinced that properly bal- 
 anced rations are essential to the good health of their employees that special 
 emphasis is placed upon this feature of their restaurant facilities. 
 
 The General Electric Co. of Cleveland, Ohio, has prepared an excellent 
 booklet containing tested recipes for various soups and other articles of food 
 entering into a well-balanced luncheon. 2 
 
 Attention may also be called to a little book entitled "One Hundred-Portion 
 War Time Recipes." These recipes are particularly valuable, as they have 
 been thoroughly tested and can readily be adapted to any number of portions. 3 
 
 The National Cash Register Co. of Dayton, Ohio, has given special attention to the proper 
 feeding of its employees. The company has gone so far as to provide special tables for vegetarians. 
 A dietitian is employed whose duty it is to see that the meals are well-balanced. (The National 
 Association of Corporation Schools Bulletin, December, 1917, p. 13.) 
 
 For all shipyard workers the cold-dinner pail is an unsatisfactory solution of the lunch problem. 
 It is essential that the almost universal deficiencies of the breakfast be made up by a simple yet 
 wholesome diet, and above all by a diet that carries a stimulus of heat. As an alternative to the 
 cold-dinner pail the saloon offers an attraction equally injurious to employee and employer; and 
 the itinerant lunch vendor who haunts the outskirts of the shipyard at the noon hour offers no 
 adequate return for the 10 or 15 cents customarily invested in his wares. Moreover, the financial 
 
 1 We believe that the chief reasons for the success of the lunch room are that we aim to see that 
 properly balanced rations are served promptly and cleanly. This appeals to the men, and the low-price 
 schedule insures their attendance with the resulting benefits. (Extract from Illinois Steel Cos. letter of 
 April 2, 1918.) „ _. , . _.. 1MC 
 
 2 The Preparation of Food for Factory Employees. The General Electric Co., Cleveland, Ohio, 1915. 
 
 •One Hundred-Portion War Time Recipes, by Bertha E. Nettleton, Lippincott & Company, Phila- 
 delphia, Pa., 1918. 
 
46 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 depreciation of the saloon industry has either eliminated the free lunch or reduced its quality 
 to a marked degree, and the percentage of those who are able to eat in their own homes is almost 
 negligible, except in a few unusually situated plints. 
 
 The worker who has come to his job after a breakfast furnishing but little food values, and who 
 must rely upon a luncheon offering ordinarily an even lower ratio of nutriment, is^ incapable of 
 giving full value to his employer, and in those departments where the wage is high, and the- 
 oretically the living conditions should be the best, the evening meal (in the majority of cases) 
 yields more benefit to the delicatessen shop and bakery proprietors than to the man himself. 
 
 To those who have made a study of physical efficiency the relation of the question of under-nour- 
 ishment to the stability of the working force and to its productive value seems of paramount 
 importance. The psychological effect also upon the contentment of the working force is a factor not 
 to be overlooked. 
 
 (The Problem of Physical Efficiency in the Shipyards, by L. Erskine, pp. 8 and 9.) 
 
 INDUSTRIAL CANTEENS SHOULD CONFORM WITH REQUIREMENTS OF THE 
 
 FOOD ADMINISTRATION 
 
 Another important factor to be taken into account in all war-time planning 
 of menus here in the United States is the necessity of conforming strictly with 
 the requirements of the Food Administration. In this connection the following 
 excerpts from a recent letter by Prof. C. F. Langworthy, Chief, Home Eco- 
 omics, States Relation Service, United States Department of Agriculture, merits 
 careful attention, as the statement comes from one of the world's best authorities. 
 
 I recognize the importance of the lunch room and restaurant project for the shipyards doing 
 the construction work for the Emergency Fleet Corporation. Not only is it desirable that good, 
 wholesome, nutritious food prepared under proper sanitary and other conditions should be pro- 
 vided, but it is also important that the food, while acceptable, should correspond to the require- 
 ments of the Food Administration. In my opinion it is desirable that recipes and menus should 
 be prepared by this office and the Food Administration co-operating with the Emergency Fleet 
 Corporation. 
 
 MENUS 
 
 The following series of menus is from the mess hall of the Military School 
 of Aeronautics at Cornell University, Ithaca, N.Y. It represents a well-balanced 
 dietary extending over a period of two weeks, February 14 to and including 
 February 27, 1918. 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 47 
 
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RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 49 
 
 The following menu and list of things served on Monday, March 18, 1918, 
 at the extensive plant of the Submarine Boat Corporation, Newark, N. J., indi- 
 cate that the dishes offered there "are designed to supply the men with the kind 
 of food they want and food with the proper calorific values which men doing 
 heavy manual labor require": 
 
 Cents 
 
 Pea soup _. 10 
 
 Roast corned beef, apple sauce 30 
 
 Corned beef and cabbage 25 
 
 Pie 5 
 
 Cake 5 
 
 Cents 
 
 Apples . , 5 
 
 Ham or cheese sandwiches (each) 5 
 
 Sardine sandwiches (each) 10 
 
 Coffee. 5 
 
 Milk 5 
 
 SAMPLE OF THINGS SERVED 1 
 
 Cents per 
 portion 
 
 Soups 10 
 
 Clam chowder 15 
 
 Fish cakes, tomato sauce 20 
 
 Boiled codfish, potatoes 25 
 
 Baked bluefish 25 
 
 Fried smelts, Tartar sauce 25 
 
 Boiled beef with vegetables 25 
 
 Pot roast, spaghetti and potatoes.... 25 
 
 Cents per 
 portion 
 
 Beef a la mode 25 
 
 Fried sausage with potatoes 25 
 
 Roast loin of pork, apple sauce 30 
 
 Lamb stew (soup bowls) 25 
 
 Beef stew (soup bowls) 25 
 
 Chicken potpie 35 
 
 Baked pork and beans, 20 
 
 1 Bread and rolls served with each portion. 
 
 The following sample menus are from mess hall No. 2, Hog Island, Phila- 
 delphia, where combination meals are served at 30 cents each : 
 
 January 14, 1918 
 
 Breakfast. 
 
 Dinner. 
 
 Supper. 
 
 Oatmeal. 
 
 Liver or Bausage. 
 
 Fried potatoes. 
 
 Bread and butter. 
 
 Coffee. 
 
 Pea soup. 
 
 Roast beef. 
 
 Steamed potatoes. 
 
 Beans. 
 
 Bread and butter. 
 
 Coffee. 
 
 Frankfurters. 
 
 Sauerkraut. 
 
 Steamed potatoes. 
 
 Bread and butter. 
 
 Coffee. 
 
 Bread pudding. 
 
 January 20, 1918 
 
 Oatmeal. 
 
 Vegetable soup. 
 
 Pot roast. 
 
 Ham. 
 
 Beef stew. 
 
 Steamed potatoes. 
 
 Scrambled eggs. 
 
 Boiled potatoes. 
 
 Bread and butter. 
 
 Fried potatoes. 
 
 String beans. 
 
 Hominy. 
 
 Bread and butter. 
 
 Cottage pudding. 
 
 Apple sauca 
 
 Coffee. 
 
 Bread and butter. 
 Coffee. 
 
 Tea. 
 
 The following menu was offered at the Westinghouse Lamp Works' cafe- 
 teria, Watsessing, N. J., March 8, 1918. This plant supplies lunches to from 500 
 to 800 employees, but at a loss of about $100 per week at the prices indicated. 
 
50 
 
 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 Cents 
 
 Clam chowder 5 
 
 Creamed fish on toast 10 
 
 Hard boiled eggs and potato salad 10 
 
 Hot frankfurters, mashed potatoes and brown 
 
 gravy 10 
 
 Hot beef sandwich 10 
 
 Ham or cheese sandwich 4 
 
 Head lettuce and mayonnaise 5 
 
 Cents 
 
 Baked apple. 5 
 
 Sauerkraut or spaghetti 5 
 
 Mashed turnips 5 
 
 Tapioca pudding 5 
 
 Ice cream or cake 5 
 
 Choice of pie 5 
 
 Tea, coffee or milk 5 
 
 The following menu was offered at the Hyatt Roller Bearing Co.'s cafeteria, 
 Harrison, N. J., Thursday, March 7, 1918 : 
 
 Cents 
 
 Vegetable soup 5 
 
 Pork and beans 10 
 
 Frankfurters and baked beans 15 
 
 Beefsteak pie 20 
 
 Creamed turnips 5 
 
 Vegetable dinner 20 
 
 Waldorf salad 5 
 
 Cents 
 
 Corned beef hash 2 
 
 Boiled ham and potato salad 20 
 
 Rice pudding 5 
 
 Stewed prunes 5 
 
 Coffee 3 
 
 Cocoa. 5 
 
 Here is a typical menu of a regular noon-day meal served for 25 cents at 
 one of the several cafeteria restaurants of the American Sheet and Tin Plate 
 Co., Pittsburgh, Pa. : 
 
 Baked white fish or roast beef. 
 
 Browned potatoes. 
 
 Stewed tomatoes. 
 
 Bread and butter. 
 
 Pudding or stewed fruit. 
 
 Coffee. 
 
 The following menus represent four widely separated days at the cafeteria 
 of the Bureau of Engraving and Printing, Washington, D. C. These menus 
 include the prices charged and, therefore, possess an added interest, as they 
 indicate quite clearly the recent rapid upward trend of food costs. These menus 
 include the combination dinner which was furnished at 15 cents in 1916 and up 
 to October, 1917, when the price was advanced to 20 cents. The present (No- 
 vember, 1918) price is 25 cents. 
 
 Some 8,000 meals, or portions of meals, per day are now dispensed at the 
 Bureau of Engraving and Printing. The fact that both men and women are 
 served in large numbers makes it possible and, as experience has demonstrated, 
 desirable to offer a somewhat extensive choice of sandwiches, pastry, and fruits 
 in addition to the combination dinner. The combination dinner seems to be 
 most successful when it is not the only choice. 
 
 The employees of the Bureau of Engraving and Printing have a co-opera- 
 tive organization and the cafeteria is managed and conducted, without profit, 
 by the employees. The equipment and space is furnished by the Bureau. That 
 the plan is successful is evident from the fact that about 70 per cent of the 
 employees take advantage of the facilities offered. 
 
 The menus from this excellent cafeteria indicate the variety in the combina- 
 tion dinners from day to day and the popularity that certain individual dishes, 
 such as baked beans, mashed potatoes with gravy, and cold slaw, have attained. 
 Demand governs supply where the cafeteria is managed by those who patron- 
 ize it. 
 
INTERIOR VIEW, CAFETERIA OP THE NEW YORK SHIPBUILDING COMPANY, 
 CAMDEN, N. J., SEPTEMBER, 1918 
 
restaurant facilities for shipyard workers 51 
 
 Friday, February 1, 1916 
 
 Dinner, 15 cents. 
 Sausage cake; boiled hominy; mashed potatoes; bread and butter; coffee. 
 
 SOOT 
 Beef a l'Anglaise, 5 cents. 
 
 ENTREES. 
 
 Brunswick stew, 5 cents. Baked beans, 10 cents. Liver, fried with onions, 10 cents. Spaghetti 
 
 Italienne, 5 cents. 
 
 SALADS. 
 
 Combination, 5 cents. Potato, 5 cents. Stuffed olives, 5 cents. 
 
 SANDWICHES. 
 
 Chili cheese on rye bread, 5 cents. Minced ham, 5 cents. Club sandwich, 5 cents. Swiss cheese 
 
 on rye bread, 5 cents. Ham, 5 cents. 
 
 PASTRY AND FRUITS. 
 
 Pie made on the premises: Green apple, 5 cents. Pumpkin, 5 cents. Peach, 5 cents. Mince, 5 
 
 cents. Custard, 5 cents. 
 Stewed prunes, 5 cents. Sliced oranges, 5 cents. Assorted fruits, 5 cents. Tapioca pudding, 5 cents. 
 
 ICE CREAM. 
 
 Five flavors, 5 cents per order. 
 
 Monday, December 10, 1917 
 
 Dinner, 20 cents. 
 
 Boiled ham and cabbage or macaroni. Boiled potatoes. Three slices bread or two pieces corn bread. 
 One pat butter. Coffee, tea, milk, or cocoa. 
 
 No bread or butter with the following: 
 
 Brunswick stew, 10 cents. Liver with onions, 10 cents. Baked beans, 10 cents. Baked beans (small) 
 5 cents. Mashed potatoes and gravy, 10 cents. Cold slaw, 5 cents. Beef salad, 5 cents. Bean 
 
 soup, 5 cents. 
 
 Four slices bread and one pat butter, 5 cents. 
 Swiss cheese on rye bread, 5 cents. Ham, 5 cents. Stewed prunes, 5 cents. Bread pudding, vanilla 
 
 sauce, 5 cents. Pie made on premises: Green apple, peach, mince, pineapple, 5 cents. 
 
 Tea, 5 cents. Coffee, 5 cents. Milk (mug), 5 cents. Milk (bottle), 7 cents. Coca-Cola, 5 cents. 
 
 Ginger ale, 5 cents. Sarsaparilla, 5 cents. Cocoa, 5 cents. 
 
 Ice cream, four flavors, per order, 5 cents. 
 
 Wheatless Day — Monday, March 25, 1918 
 
 Dinner, 20 cents. 
 
 Corned beef and cabbage. Mashed potatoes. Three slices bread or two pieces corn bread. One 
 
 pat butter. Coffee, tea, milk, or cocoa. 
 
 No bread or butter with the following: 
 
 Goulash, 10 cents. Baked beans, 10 cents. Baked beans (small), 5 cents. Beef hash with peppers, 
 10 cents. Mashed potatoes and gravy, 10 cents. Cold slaw, 5 cents. Beet salad, 5 cents. 
 Bean soup, 5 cents. 
 
 Four slices bread and one pat butter, 5 cents. 
 
52 restaurant facilities for shipyard workers 
 
 Friday, April 5, 1918 
 
 Dinner, 20 cents. 
 
 Roast veal or shad, stewed corn or macaroni. Mashed potatoes. Three slices bread or two pieces 
 corn bread. One pat butter. Coffee, tea, milk, or cocoa. 
 
 No bread or butter with the following: 
 
 Kidney stew, 10 cents. Fish roe, scrambled eggs, 10 cents. Baked beans, 10 cents. Baked beans 
 (small), 5 cents. Salmon salad, 10 cents. Mashed potatoes and gravy, 10 cents. Cold slaw, 
 5 cents. String bean salad, 5 cents. Clam chowder, 5 cents. 
 
 Four slices bread and one pat butter, 5 cents. 
 
 It would be difficult to close this section on menus with a more apt quota- 
 tion than the following, which sums the matter up admirably : 
 
 The necessary dietary for a worker, broadly speaking, is a dietary containing a sufficient pro- 
 portion and quantity of nutritive material, suitably mixed, which is easily digestible, appetizing, and 
 obtainable at a reasonable cost. (Health of Munition Workers' Committee, Report on Industrial 
 Canteens, p. 4. London, 1915.) 
 
 ADMINISTRATION AND MANAGEMENT 
 
 CAFETERIA VS. OTHER PLANS 
 
 In the great majority of cases the cafeteria or self-service plan of feeding 
 large numbers of men seems to be most satisfactory. It is quickest and cheap- 
 est, two powerful arguments in its favor. 
 
 The cafeteria method of serving seems to be especially desirable where large numbers must be 
 taken care of in a short space of time, as the two, four, or six way cafeterias permit very rapid 
 service. One company states that 1,500 people are served by this method in nine minutes and 
 another that 1,300 are served in six minutes. ("Lunch Rooms for Employees," by Anice L. 
 Whitney, Monthly Review of the U. S. Bureau of Labor Statistics, December, 1917, pp. 207-208.) 
 
 Our lunch room is conducted on the cafeteria plan. A careful study of this question was 
 made and it was found that this plan could be best adapted to operation with the minimum amount 
 of help; offer the quickest service; and at the same time give the largest choice of menus. We 
 have a capacity of 132 and counts recently taken indicate that approximately 60 per cent of our 
 working force patronize the restaurant. The busiest time is during the hours of 11 and 12.30 and 
 the average attendance between these hours is from 400 to 500, and approximately 2,000 men 
 patronize the restaurant every 24 hours; so that now our men walk, in an orderly fashion, into a 
 building where they get a good, substantial meal properly balanced and at reasonable rates, 
 instead of rushing for poor lunches and worse drinks, as was the case a few years ago. (Extract 
 from Illinois Steel Co.'s letter of Apr. 2, 1918.) 
 
 MANAGEMENT 
 
 As with the shipyard itself, the success of the restaurant facilities will 
 depend very largely upon the manager or person directly responsible for the 
 buying, preparing, and dispensing of the food, the maintenance of adequate 
 service, the setting up and maintaining of a high standard of cleanliness, sani- 
 tation, and hygiene and general attractiveness of the whole layout. 
 
 Management is of three main types, 1 a manager employed by and directly 
 responsible to the shipbuilding or other company, an outsider contracting with 
 the company to manage the restaurant, and management by or under the control 
 of the workmen themselves. The first plan has most to commend it, assuming 
 
 J The success of an industrial canteen depends in considerable degree upon its management. Speaking 
 generally, three methods, which are not mutually exclusive, are available. The employer may manage, the 
 workers may appoint a management committee, or the entire direction may be contracted out to a profes- 
 sional or voluntary caterer. In not a few of the most successful canteens joint control is exercised by 
 employer and men (an elected shop committee with a chairman- representing the management) who may or 
 may not contract out the catering. The method of control is materially affected by the proprietorship. 
 (Health of Munition Workers' Committee Report on Industrial Canteens, p. 6. London, 1915.) 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 53 
 
 that a thoroughly competent and experienced person is intrusted with this most 
 important function. 
 
 In one of the large shipyards a man with 25 years of varied experience has 
 been appointed to take charge of the extensive kitchen, cafeterias, and mess 
 halls. This company believes that "the results obtained have confirmed the 
 wisdom of not putting the commissary on a contract basis, as it was believed that 
 the best results for the employees could be obtained by operating on a non-com- 
 mercial basis with a man of experience in charge." 
 
 As a general rule, the contracting-out plan is unsatisfactory. The company 
 must, in any event, supervise and control such matters as prices, cleanliness, 
 quality of food, etc., if the restaurant facilities are to be popular and of the 
 greatest benefit both to employees and employer. 1 
 
 There is almost always grave danger of profiteering at the expense of the 
 workmen and indirectly at the expense of the employer also when restaurant 
 privileges are farmed out. There probably are a few exceptions to this rule, but 
 experience here and abroad indicates that the company should almost invariably 
 itself appoint and directly control the restaurant manager if the best results 
 are to be obtained, at the lowest cost to the men. In any arrangement whereby 
 the manager gets a definite percentage of profit over and above all expenses, a 
 temptation is offered to an unscrupulous manager to increase rather than 
 decrease the outlays for food, service, etc. 
 
 THE NUMBER OF EMPLOYEES OR STAFF NECESSARY FOR AN 
 INDUSTRIAL CAFETERIA 
 
 The number of employees necessary for the preparation and dispensing of 
 food in an industrial canteen, cafeteria plan, should not much exceed 30 for 
 every 1,000 persons served at one sitting. The proportion will, of course, vary 
 with the size of the cafeteria, proportionately more employees being necessary 
 in the smaller canteens. If special waiter service is desirable or necessary for a 
 considerable force of administration and clerical employees, superintendents, 
 foremen, etc., then the canteen staff will require to be correspondingly enlarged. 
 In most cases the cafeteria or self-service plan should be adaptable to practically 
 all the employees of the plant. A separate serving counter and dining room for 
 the officials and clerical staff in the larger plants may prove of advantage. An 
 extra charge should be made for meals where the method of service is more 
 expensive, even though the food served is exactly the same in quantity and 
 quality as that supplied to the men in the main dining rooms and mess halls. 
 
 The following quotation from a British source will serve as a guide, as it is 
 in general conformity with the experience of some of the most successful public 
 and industrial cafeterias in this country : 
 
 STAFF OF CANTEEN 
 As will be understood, it is not always the quantity of staff that matters, but the quality. 
 The following are the number of staff generally required for — 
 
 A canteen seating 100: 
 One cook. 
 
 Three assistants, servers, etc. 
 One cashier and ticket seller. 
 One storekeeper. 
 
 B. A canteen seating 500: 
 One head cook. 
 One under cook. 
 Ten assistants, servers, etc. 
 Two cashiers and ticket 
 
 sellers. 
 One storekeeper. 
 
 C. A canteen seating 1,000: 
 One head cook. 
 Two under cooks. 
 Twenty assistants, servers, 
 
 etc. 
 Four cashiers and ticket 
 
 sellers. 
 One storekeeper. 
 One assistant storekeeper. 
 
 1 The majority of the Industrial and company lunch rooms, canteens, and restaurants in operation in the 
 United States are managed directly by the companies. In several cases, however, the management is intrusted 
 to an outsider, hut even in such cases the companies usually supply space, light, heat, and equipment and 
 retain supervision of the quality of the food offered and limit the prices charged. (See "Lunch Rooms for 
 Employees," by Anice L. Whitney, U. S. Bureau of Labor Statistics, December, 1917, p. 209.) 
 
54 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 If an equally large number of persons have to be served at night, practically the same staff is 
 required, but it is possible to reduce the night staff by arranging for day cooks, etc., to prepare cer- 
 tain articles, etc., in advance for the night. 
 
 In addition to above staff, there should be a manager or manageress for the day and night. 
 
 (Feeding the Munition Worker, p. 18. London, 1916.) 
 
 The next quotation is from an experience somewhat different from that 
 recommended in this pamphlet, as it is not strictly on the cafeteria plan. 
 
 The number of attendants necessary to serve an average of 4,100 people daily is reported by 
 one firm. This company has four restaurants — a cafeteria, a dining-room, a lunch counter, and a 
 grill room. The cooking for the four restaurants is done in one kitchen and the same quality of 
 food is served in all. Employees are free to patronize any of them, although the cafeteria is the 
 one generally preferred. Besides the manager, his assistant, and the chef, there are 13 full-time 
 kitchen and dining room workers and about 70 others who work during the luncheon period only. 
 Twenty of these are porters in the plant who clear away the used dishes. 
 
 It is the practice of a number of companies which have cafeterias to have the employees carry 
 their used dishes to a shelf or window which they pass on the way out. In this way the amount 
 of help needed is lessened without imposing unduly upon each individual. 
 
 (Lunch Rooms for Employees, by Anice L. Whitney, Monthly Review, U. S. Bureau of Labor 
 Statistics, December, 1917, pp. 211-212.) 
 
 It is well always to keep in mind that an abundance of labor-saving devices, 
 the self-service plan, and a carefully worked-out scheme by which the men can 
 come to the counters in shifts, all tend to reduce the number of cafeteria 
 employees necessary for quick and efficient service. It is is hardly necessary to 
 add that the overhead costs can be kept at a minimum only by rigid adherence 
 to these same methods. 
 
 This matter of service is so important that the following quotation is pre- 
 sented in the hope that the suggestions contained therein may prove useful : 
 
 SERVICE 
 
 The best system is that by which the workers wait upon themselves, obtaining meals at the 
 service counter and carrying them to the tables. This is undoubtedly the most economical and, 
 where proper arrangements for speedy service are in force, the most satisfactory. 
 
 It is essential to remember that the workers demand a quick service, and the efficiency or other- 
 wise of the canteen depends upon the success with which this demand is met. 
 
 Preparations for the "rush" of customers should be made in good time. 
 
 A sufficient number of portions should be cut off and stored in the hot closets, which are most 
 conveniently placed beneath the service counter. 
 
 The dishes obtainable at each hatch or section of the counter should be indicated by notice 
 boards, and a special assistant, preferably the same person each day, should be assigned to each 
 hatch or section. 
 
 The entire staff of the canteen should assist to cope with the pressure of work at mealtimes, and 
 all other less pressing work should be deferred until later. The manager or manageress should take 
 no part in the actual service, but should supervise the work vigilantly with a view to its speedy and 
 efficient performance. 
 
 Special arrangements are necessary for the feeding of men and women of different sections on 
 different hours and on night shifts, if business is to be carried on properly and continuously. ( Feed- 
 ing the Munition Worker, pp. 17 and 18. London, 1916.) 
 
 Opposite page 50 is shown an interior view of the New York Shipbuilding 
 Company's cafeteria, Camden, New Jersey. The photograph was taken before 
 the equipment, steam tables, etc., were completely installed. The photograph, 
 however, shows one of the four two-way units. On the day the picture was 
 taken (September 26, 1918), notwithstanding the handicap of incomplete equip- 
 ment, 533 men were served in this two-way unit in twenty minutes. 
 
 ORDER AND DISCDPLINE ESSENTIAL TO QUICK SERVICE 
 
 Given the necessary good construction arrangements, long counters, wide 
 passageways, proper table and seat spacings, etc., the service will not be prompt 
 and efficient unless order and discipline are observed. On this point the follow- 
 ing statement by an experienced observer is a propos : 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 55 
 
 The self-service cafeteria lunch room is the only practical type for such plants as the shipyard, 
 but it must be borne in mind that in the lunchroom, more than in any other part of the yard, order 
 and. discipline must be maintained if satisfactory conditions are to be obtained. (The Problem of 
 Physical Efficiency in the Shipyards, by L. Erskine, p. 9.) 
 
 UNDESIRABILITY OF SERVING LUNCHES IN WORKROOMS 
 
 It is generally conceded to be desirable for employees to eat their lunches 
 or meals outside of or away from their workroom. Aside from the obvious fact 
 that many workrooms are unsanitary as lunch places, because of dusts, gases, or 
 other poisonous materials, it is important that the workers leave their work 
 places long enough to eat their lunch in a fresher, more attractive environment. 
 This also in many cases affords an opportunity for a thorough ventilation of the 
 workshop or workroom. 
 
 For the relief of monotony, an important factor in connection with industrial canteens, a change 
 of surroundings during the meal and a short walk before partaking of it are desirable. On this 
 account, and also on account of the importance of ventilating the workshop so that the air may be 
 fresh when the workers return, the custom of eating meals within the workshop should be discon- 
 tinued, and all food should be taken in a canteen, restaurant, in the open air, or at least away from 
 the ordinary place of work. (A second Appendix to Memorandum No. 3 (Industrial Canteens), 
 Health of Munition Workers' Committee. By Leonard E. Hill, M B., F. R,. S., a member of the 
 committee, p. 5. London, 1916.) 
 
 Most of the industrial codes require a pause of from 45 to 60 minutes during noon hour, but no 
 provision is made for a place within the factory where the employees may eat their midday lunch. 
 The consequence of this omission in the factory laws is that workers eat their lunch at the machine 
 tables, very often with soiled hands, and often soil the material with which they work, leaving 
 crumbs and parts of vegetables, fruit, and other organic matter around tables, chairs, and work 
 places, where there is much dust or where poisonous materials are being worked with. The eating 
 of lunch within the shop is injurious to health and may cause disease. Some industrial codes insist 
 upon separate lunch rooms in certain dangerous trades. (The Modern Factory, by George M. Price, 
 M. D., p. 281.) 
 
 Even when the food itself is nourishing and readily digestible it happens, too frequently, that it 
 has to be eaten under conditions which militate against its real value. A meal hastily swallowed 
 with one eye on the clock in the brief interval between long journeys to and from the works can not 
 be satisfactory any more than a meal taken amid dirt and dust in the close atmosphere of a work- 
 shop which has been occupied for some hours by a body of toiling men and women, or in an over- 
 crowded coffee shop permeated with the odors of cooking. ( Feeding the Munition Worker, p. 4. Lon- 
 don, 1916.) 
 
 Students of the effects of industrial fatigue have laid stress upon the dangers of long working 
 hours without proper intervals for rest and food. The recommendation of the English health of 
 munition workers' committee is emphatically in favor not only of an hour for the main meal 
 period, but also of short breaks of 10 or 15 minutes during long spells of work. Even on eight- 
 hour shifts the minimum allowance for mealtime should in their opinion be half an hour. (Muni- 
 tion Workers, Hewes & Walter, p. 42.) 
 
 IMPORTANCE OF ATTRACTIVE DINING AND MESS ROOMS 
 
 The success or failure of cafeterias or other plans of feeding arrangements 
 is dependent upon several factors, and not the least of these is the general 
 attractiveness or otherwise of the dining and mess halls. Good light and venti- 
 lation, cleanliness, and neat appearance of furniture and other equipment will go 
 far toward making the lunch facilities popular. 
 
 Whatever system of management is adopted, it should be the aim to make the canteen as attract- 
 ive as possible to the workers, to make them feel that it is their canteen ( not a charitable institu- 
 tion), a place where they can expect a good meal at a reasonable price under good conditions, and 
 where they can leave the atmosphere of the works behind them. Irritating rules and regulations 
 should be reduced to a minimum, and the workers' legitimate wants studied as far as possible. 
 (Feeding the Munition Worker, p. 17. London, 1916.) 
 
 In a large cordage mill in central New York, I found the restaurant or lunch room located 
 in a corner of a semi-dark basement. The firm complained that the lunch room was not appreciated 
 and not used by their employees, and were rather indignant at my remark that I did not blame 
 the workers for refusing to use such a lunch room. (The Modern Factory, by George M. Price, 
 M. D., p. 281.) 
 
56 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 COST OF FOOD 
 
 As already shown in several of the menus presented quite substantial, 
 varied, and nutritious meals can be served on the cafeteria plan for from 20 to 
 35 cents. 
 
 The prices generally charged for a table d'hote meal for factory workers vary from 15 to 25 
 cents, in the majority of cases the charge being 20 cents. In a few cases office workers pay slightly 
 more. The a la carte prices vary, of course, greatly. The usual prices of bread and butter are 
 from 2 to 5 cents; sandwiches, soups, and vegetables, 3 to 5 cents; meats, 8 to 15 cents; fruits and 
 deserts, 2 to 5 cents; tea, coffee, and milk, 2 to 5 cents; the usual price of a cup of coffee being 3 
 cents. It is possible, in most of the cafeterias, to get a good lunch for from 15 to 20 cents, and in 
 some of them for even less. It must be borne in mind, however, that the prices charged for food 
 as quoted in this article do not cover the general rise in foodstuffs in the last few months. They 
 only serve to show that the average cost of a sufficiently satisfactory meal was much below that of 
 the average outside restaurant, and that it is probable, therefore, that whatever increase the 
 employers may be obliged to make because of the present high prices of fuel and foodstuffs will 
 be in the same proportion. ("Lunch Rooms for Employees," by Anice L. Whitney, Monthly 
 Review, U. S. Bureau of Labor Statistics, December, 1917, p. 214.) 
 
 FOOD COST LARGELY DEPENDENT UPON CAREFUL, SKILFUL MANAGEMENT 
 
 The tariff can be kept low only by careful management. The food materials can be made to 
 pay, but the incidental expenditure is relatively heavy. Workers are not accustomed to paying for 
 food in canteens, and will not always purchase the most nutritious food. Tact, discretion, and an 
 appropriate menu of proper dishes are necessary. Constant supervision and the careful adaptations 
 of means to ends are needed to prevent loss if good food is to be sold quickly at the low price the 
 worker can afford to pay. ( Health of Munition Workers' Committee — Report on Industrial Canteens, 
 p. 6. London, 1915.) 
 
 It will be found that by skilled cafeteria catering which is pleasing the eye and tempting the 
 appetite with low cost, dainty dishes, the general cost of feeding the staff can be reduced, and at 
 the same time the general satisfaction of the staff with the catering will be greater because each 
 one has chosen what he wants as far as the selection will permit. (The Modern Hospital, Vol. Ill, 
 p. 404, 1914.) 
 
 METHODS OF PAYMENT FOR MEALS 
 
 The most up-to-date method of payment for food, cafeteria service, is for 
 the diner to be given a check, indicating the value of the food on his filled tray, 
 as he leaves the food counter and enters the dining room. On his exit from the 
 dining room the patron must pass a cashier, to whom payment is made of the 
 amount punched or printed on the check. 
 
 There are different methods of payment in use by the various companies. One company, whose 
 charges are based on the amount of wages, uses tickets of three colors to indicate the three rates 
 which are charged. In some cases metal checks are used, while in others books of tickets are 
 sold either by the cashier or by foremen in the shops. In the majority of cases, however, the 
 employees pay cash. ( "Lunch Rooms for Employees," by Anice L. Whitney, Monthly Review, U. S. 
 Bureau of Labor Statistics, December, 1917, p. 211.) 
 
 The following quotation from the British report on industrial canteens may 
 prove helpful : 
 
 SYSTEM OF TAKING CASH 
 
 It will be clear that the taking of cash at the counter, the giving of change, etc., is altogether 
 incompatible with speedy service. It is essential that the system of taking cash should be so far as 
 practicable proof against carelessness or fraud on the part of the canteen customers or servants, 
 and should interfere as little as possible with the service. 
 
 The responsibility for taking cash should always be definitely allocated, no one except the 
 authorized person, or persons, being allowed to take cash. 
 
 The best system is the "Ticket System." Under this system tickets of various values adapted 
 to the trade are bought at the canteen or at a special office, and are then tendered at the serving 
 counters for meals or for light refreshments to the value stated on the tickets. 
 
 Too great stress cannot be laid on the principle that in no case should meals be handed over 
 the serving counters without a ticket being taken first. This should be made very clear to all 
 canteen assistants, and it should be impressed upon them that they must only give food to the 
 actual value of the ticket. 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 57 
 
 It may be advisable in large canteens to employ an attendant whose sole duty at meal times is 
 to see that no meals are served unless a ticket is given up. 
 
 A point that must be insisted on is, that as soon as the tickets have been checked with the cash 
 taken, they are immediately destroyed or defaced. 
 
 If the number of meals to be served can be approximately gauged, it is a good plan to have the 
 tickets dated for the day of issue. 
 
 (Feeding the Munition Worker, p. 19. London, 1916.) 
 
 SUMMARY OF THE ESSENTIAL FACTORS IN A 
 SUCCESSFUL CAFETERIA 
 
 The success of the works restaurant depends upon whether or not certain 
 essential requirements are met. 
 
 The may be briefly summed up as follows : 
 
 Convenient location. — The restaurant must be convenient to the workmen. 
 
 Attractiveness. — It must be attractive, light, airy, well-spaced, and with 
 plain but neat, clean, and attractive equipment. 
 
 Prompt service. — Service must be prompt. Slow service is certain to make 
 the works restaurant a failure. 
 
 Hours. — The restaurant should be open at all hours when there are night 
 shifts. Coffee, tea, cocoa and milk should be obtainable at any time. 
 
 Food. — The food served should be of first-class quality : Fresh, properly 
 prepared and cooked, appetizing, and of good variety. 
 
 Prices. — The price of the food to the workmen should be so low as merely 
 to cover cost, or at most to provide only a small margin above cost. The price 
 of any given meal or articles of food should be prominently displayed. This is 
 essential for prompt and satisfactory service. 
 
 Payment for food. — The method of payment for meals should be simple, 
 preferably by ticket or check with the meal and payment of cash to cashier on 
 exit. Tickets purchased in advance save the workmen from carrying much 
 change in work clothes. 
 
 Management. — First and last the success or failure of the works restaurant 
 is dependent upon the manager. 
 
 LUNCH-ROOM ACCOUNTING 1 
 
 The purpose of any system of accounts is to give the management of the 
 business such information regarding the results of past operations as will help 
 them to handle the business to the best possible advantage in the future. Dif- 
 ferent people have different ways of looking at the same proposition, so it is 
 the purpose of this section to show how a system of accounts may be worked out, 
 rather than to lay down a hard and fast set of rules to be followed regardless 
 of conditions that may prevail in special cases. 
 
 We will assume, to begin with, that facilities are already available for 
 handling the pay rolls and for auditing and paying the bills. It will also be 
 assumed that the accounts will be handled through agencies already established, 
 so that our only concern will be to outline that section of the accounts which 
 has to do with the investment in lunch-room equipment and with the results of 
 lunch-room operation. We are going to try to tell the management what they 
 want to know, so for the moment we will put ourselves in their place and 
 imagine what questions they are likely to ask. Then we can set up accounts 
 which, will give the answers to the questions. We will also number the accounts 
 for ease in handling and reference. 
 
 x TMs section has been prepared by Mr. Gordon Wilson, General Auditor, Emergency Fleet Corporation. 
 
58 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 First of all, the management will want to know how much money they have 
 invested in the business and the form in which this investment stands. We 
 can analyze this investment and will probably find that it consists of : 
 
 1. Lunch-room building. 
 
 2. Furniture and fixtures. 
 
 3. Mechanical equipment, such as dishwashers, potato peelers, etc. 
 
 4. Kitchen utensils. 
 
 5. Dishes and glassware. 
 
 6. Cutlery and silverware. 
 
 7. Linen. 
 
 8. Lunch-room supplies (foodstuffs and other operating supplies). 
 
 9. Lunch-room merchandise (materials carried in stock for sale, such as cigars and 
 
 tobacco, candy, chewing gum, etc. ) . 
 
 10. Cash. 
 
 Some managers may want more details than we have provided here and 
 some may be content with less. Some may be willing to lump the mechanical 
 equipment with the furniture and fixtures, while others may want refrigerators 
 segregated and carried in a separate account. The lunch-room supplies account 
 may be split into several accounts to very good advantage. Instead of one 
 account for lunch-room supplies there may be separate accounts for meats, vege- 
 tables, canned goods, operating supplies (soap, scouring compounds, etc.), etc. 
 The information afforded by these additional accounts would all be interesting; 
 and, in the case of a large and properly run restaurant or system of restaurants 
 it would be necessary; but when the lunch room is to be run as a side line, so to 
 speak, too much detail should be avoided. We will proceed on the theory that the 
 management is satisfied with the information afforded by the accounts that we 
 have outlined and with the assurance that the methods of handling outlined 
 hereafter will apply in the case of few accounts or many. 
 
 It will not be sufficient to go to the management and tell them that during 
 a certain month the lunch room showed a profit or a loss of a certain sum. They 
 will want to know why it lost money, or they will want to be told enough about 
 it to assure themselves that it made as large a return as it could. Therefore, we 
 will want to be prepared to give them some detailed information along the lines 
 set forth in the following operation accounts : 
 
 11. Sales of meals. 
 
 12. Miscellaneous sales (grease and other kitchen by-products, refunds on bottles, bags, 
 
 other containers, etc.). 
 
 13. Merchandise sales. 
 
 14. Cost of supplies used in preparing meals. 
 
 15. Cost of merchandise sold. 
 
 16. Supervising labor (salaries or other compensation, including contract payments, of 
 
 managers and assistants, clerks and cashiers). 
 
 17. Labor (cooks, waiters, dishwashers, janitors, etc.). 
 
 18. Fuel. 
 
 19. Ice. 
 
 20. Miscellaneous operating expenses (telephone, stationery, laundry, etc., and other mis- 
 
 cellaneous operating expenses ) . 
 
 21. Equipment renewals (payments for table linen, dishes, etc., bought to replace broken 
 
 or worn-out equipment, also purchases of new items of equipment which cost so 
 little, say, $5 or less, that they are not worth charging to the property account). 
 
 22. Rent (if the lunch room should happen to be in a rented building). 
 
 23. Depreciation of buildings and equipment. 
 
 24. Profit and loss. 
 
 Now, we will assume that the lunch room has been running for a month. 
 The payrolls, cash book, and voucher registers are closed and we have made 
 the proper postings from them to the accounts that we have set up. Promptly 
 on the close of business on the last day of the month we will take an inventory of 
 the lunch-room supplies and the lunch-room merchandise that remain on hand. 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 59 
 
 Having listed all the items comprised under each of these captions, and having 
 determined the amount of each in stock, we price them at the latest price paid 
 for each class of article and figure their value. In cases where the quantity of 
 any article represents substantially more than the amount of the last purchase, 
 and the price paid has fluctuated very widely, this price fluctuation should be 
 recognized by pricing only the amount of the last purchase at the last purchase 
 price, and the balance at the last previous purchase price. The totals of these 
 values will give us the totals of our lunch-room supplies and lunch-room mer- 
 chandise inventories as of that date. During the month we have charged our 
 supplies and merchandise accounts with all purchases made, and the difference 
 between the totals of these charges and the inventories remaining on hand must 
 have been consumed or sold. Therefore, we calculate these differences and make 
 a journal entry charging, for instance, cost of merchandise sold and crediting 
 lunch-room merchandise. This tranfers the cost of the merchandise that has 
 been sold to the debit of an operating account and reduces the balance of the 
 lunch-room merchandise inventory to the value of stock actually on hand. We 
 will do the same thing with the lunch-room supplies, charging cost of supplies 
 used in preparing meals, and we may handle our fuel in the same way, by open- 
 ing an additional inventory account, if the fuel is bought in considerable 
 amounts and the quantity on hand at the end of the month varies to any extent 
 from time to time. The way in which the entries run in one of these inventory 
 accounts is shown in figure 1. 
 
 Figure 1 
 
 1918. 
 
 LUNCHROOM MERCHANDISE ACCOUNT 
 
 Dr. 
 
 Cr. 
 
 May 1-31 
 31 
 
 Purchases .. 
 
 $100.00 
 
 
 Cost of merchandise sold 
 
 $40.00 
 
 31 
 
 Balance as per inventory 
 
 
 60.00 
 
 
 
 
 
 
 100.00 
 
 100.00 
 
 
 60.00 
 50.00 
 
 
 1-30 
 
 Purchases 
 
 
 30 
 
 Cost of merchandise sold 
 
 60.00 
 
 30 
 
 Balance as per inventory 
 
 
 50.00 
 
 
 
 
 
 
 110.00 
 
 110.00 
 
 July 1 
 
 50.00 
 
 
 
 
 The purpose of the depreciation account is to charge up, as a part of the 
 cost of doing business each month, a part of the shrinkage in the value of the 
 property investment (accounts Nos. 1, 2, and 3) due to wear and tear through 
 use. This property is bound to decrease in value as its age increases, even 
 though it may be kept in first-rate working order through the medium of regu- 
 lar repairs (which we will charge to account No. 20) . Finally, when it is abso- 
 lutely worn out and worthless we do not want it to stand on our books at the 
 figure which we paid for it when new. Therefore, we will make a journal entry 
 each month, charging depreciation and crediting the building, furniture, and fix- 
 tures and mechanical-equipment accounts with a fair sum to represent the 
 monthly proportion of their ultimate shrinkage in value. We will not take up 
 
60 
 
 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 any depreciation on the kitchen utensils, dishes, and glassware, cutlery, and 
 silverware, or linen, because these accounts represent classes of property which 
 either wear out in a comparatively short time, or are likely to be broken or 
 otherwise lost or destroyed before they can wear out. In their case, therefore, 
 we will assume that the initial working equipment will be kept up to standard 
 through regular purchases of new articles, made from time to time, as needed, 
 and charged to equipment renewals. 
 
 Figure 2 
 
 LUNCHROOM INVESTMENT AS 
 
 OF APRIL 
 
 30, 1918. 
 
 
 
 
 Current 
 month. 
 
 Last 
 month. 
 
 Increase. 
 
 Decrease. 
 
 Building..... 
 
 
 
 
 
 Furniture and fixtures 
 
 
 
 
 
 Mechanical equipment 
 
 
 
 
 
 Kitchen utensils 
 
 
 
 
 
 Dishes and glassware 
 
 
 
 
 
 Cutlery and silverware 
 
 
 
 
 
 linen . .. 
 
 
 
 
 
 Supplies 
 
 
 
 
 
 Merchandise 
 
 
 
 
 
 Cash 
 
 
 
 
 
 
 
 
 
 Total 
 
 
 
 
 
 
 
 
 
 
 ANALYSIS OF SUPPLIES AND MERCHANDISE ACCOUNTS. 
 
 
 Supplies. 
 
 Mer- 
 chandise. 
 
 
 On hand, 1st of month 
 
 
 
 
 Purchases during month 
 
 
 
 
 
 
 
 
 Total to be accounted for 
 
 
 
 
 
 
 
 
 Inventory, end of month. 
 
 
 
 
 
 
 
 
 Balance, used or sold 
 
 
 
 
 
 
 
 
 At this stage we are prepared to take off a trial balance of our lunch-room 
 accounts and see what they will tell us. First of all, we will take the balances 
 of the investment accounts and use them as a basis for our monthly lunch-room 
 investment statement, as outlined in figure 2. This statement is lined up in 
 comparative form, so that the condition of affairs at the end of this month may 
 be readily compared with the condition at the end of the previous month, with- 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 61 
 
 out the necessity of going back and referring to a previous statement. The 
 figures in the columns headed "Increase" and "Decrease," may be given either 
 in percentage or dollars, or, possibly, in both ways ; the idea being to show, the 
 management in the most effective way just what changes have taken place in 
 the property during the month. 
 
 The "Analysis of Supplies and Merchandise Accounts," shown in the state- 
 ment, is added for good measure, because this analysis will answer the question 
 as to whether or not too heavy inventories are being carried. In other words, 
 if the management sees that the supplies inventory has increased $1,000, or 2 
 per cent., or something like that, we want to be able to show them immediately, 
 if we can, that the increase in inventory is made necessary by the much greater 
 increase in amount of supplies used or sold during the month. 
 
 Figure 3 
 
 LUNCH ROOM OPERATING STATEMENT. 
 
 Month of 
 
 ., 19. 
 
 
 Current month. 
 
 Last month. 
 
 
 Amount. 
 
 Per 
 
 cent. 
 
 Per 
 meal 
 sold. 
 
 Amount. 
 
 Per 
 cent. 
 
 Per 
 meal 
 sold. 
 
 Sales of meals 
 
 
 5 
 95 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Total 
 
 
 100 
 85 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Balance — Gross profit on meals 
 
 
 15 
 
 
 
 
 
 
 
 
 
 
 
 Merchandise sales . 
 
 
 100 
 75 
 
 
 
 
 
 Less cost of merchandise sold 
 
 
 
 
 
 
 
 
 
 
 
 
 Balance — Gross profit on merchandise 
 
 
 25 
 
 
 
 
 
 
 
 
 
 
 
 Less supervising labor 
 
 
 12 
 
 48 
 10 
 5 
 5 
 10 
 10 
 
 
 
 
 
 Labor 
 
 
 
 
 
 
 Fuel 
 
 
 
 
 
 
 Ice .. 
 
 
 
 
 
 
 Miscellaneous operating expenses . 
 
 
 
 
 
 
 Equipment renewals 
 
 
 
 
 
 
 Depreciation ... 
 
 
 
 
 
 
 
 
 
 Total operating expense 
 
 
 100 
 
 
 
 
 
 
 
 
 
 
 
 Balance — Net profit (or loss) 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 The trial balance of the operating accounts will be the basis for the lunch- 
 room operating statement, illustrated in figure 3. Here it will be seen that we 
 simply take off our trial balance for the current month, show the corresponding 
 
62 
 
 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 figures for the previous month, and, with the addition of a few sub-totals 
 and balances, mate a complete analysis of the net profit or loss figure (shown 
 at the foot of the statement) . We show the gross profit on meals and the gross 
 profit on merchandise, also the total operating expense necessary to obtain this 
 gross profit and the balance left from the gross profit after the operating ex- 
 penses have been paid. In addition to the actual figures, we show what each 
 of these figures works out to per meal, on a basis of the number of meals sold. 
 This is an important thing to watch and is helpful to the accountant in verify- 
 ing the accuracy of his figures. For instance, if the lunch room is being run on 
 a flat basis of 50 cents per meal, and the average receipts from sales of meals 
 worked to 45 cents or to 55 cents, we would know at once that there was some- 
 thing wrong in the figures. The gross profits per meal served should be watched 
 month by month, as, in fact, should all the other unit cost figures shown in this 
 column. Arrangements should be made to draw them off in a columnar book, 
 having a column for each month, so that they may be compared over longer 
 periods than the two months the figures for which are shown on the regular 
 statements. A constant study and comparison of these figures will do more to 
 indicate extravagance or fraud than any other one thing that can be done in a 
 short time. The percentage figures, for which columns are also provided, are 
 also important. The most convenient thing to do would be to show all percent- 
 ages as percentages of various subtotals, as indicated in the column for the 
 current month. These are rough and ready percentages and will not give "per- 
 centages of profit," so-called, but they will enable one to keep an eye on the 
 relationship of the various factors going to make up the profit and loss, and, if 
 carefully and regularly compared in the same way as the unit figures per meal 
 sold, will do much to indicate which are the strong points and which the weak 
 ones in the lunch-room management. As a case in point, let us suppose that 
 simultaneously with the employment of a new cook, the miscellaneous sales 
 drop a couple per cent, below what they have been running, that will be a sug- 
 gestion to look around and see whether the new cook is more economical than 
 the old or whether he is failing to dispose of the kitchen refuse, etc., to the best 
 advantage of the company. 
 
 Figure 4 
 
 BUSINESS HANDLED 
 
 
 Current month. 
 
 Last month. 
 
 
 Total. 
 
 High. 
 
 Low. 
 
 iverage. 
 
 Total. 
 
 High. 
 
 Low. 
 
 Average. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 
 
 
 
 
 
 
 
 
 i 
 
 
 
 
 
 
 
 
 
 
 • 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Meals served to lunch-room 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 t 
 
 
 Total meals served 
 
 | 
 
 
 
 
 I 
 
 
 
 1 
 
 
 
 
 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 63 
 
 As a supplement to this statement, we give a form for statistics (Fig. 4) 
 relating to the volume of business handled and show, in addition to the total 
 number of each meal handled, the highest number and the lowest number of 
 meals served on any one day during the month and the daily average of the 
 month. Such figures deserve study, because they are important factors affect- 
 ing the profit and loss. High operating costs per meal may not be altogether the 
 fault of the man who is running the lunch room, if conditions are such that he 
 never knows how many people he will have to take care of. If he expects a thou- 
 sand people for breakfast, he must have sufficient food and sufficient waiters, 
 and other help, to take care of a thousand people. If only 500 show up, a large 
 part of this preparation is wasted and the average cost per meal is bound to 
 rise. The number of customers in excess of those expected is almost as bad, 
 from a profit-and-loss point of view, because the hurry and confusion and gen- 
 eral dissatisfaction resulting from the attempt to take care of more people than 
 have been provided for will have almost as bad an effect on the operation of the 
 lunch room as it will have in the efficiency of the industry which the lunch room 
 serves. 
 
 There have been numerous cases where company lunch rooms have been 
 changed from losing to profitable enterprises, and at the same time have given 
 better service, by means of a little readjustment of the lunch hours in various 
 departments, and the writer has one case in mind where lunch-room operations 
 were made profitable, instead of unprofitable, by a slight lowering of the prices 
 and increase in the quality of the food served, which resulted in giving the 
 lunch room a large volume of regular business. 
 
 A lunch room is like a railroad, in that the average good citizen is not par- 
 ticularly ashamed to beat it if he can. Even if this were not the case, the fact 
 still remains that every system of accounts must be laid out on the theory that 
 somebody is going to be dishonest, if only to free people from temptation, who 
 might otherwise be tempted to be dishonest. There are plenty of things around 
 a lunch room that can be easily stolen and used, without very much chance 
 of detection, for the immediate benefit of the thief; so we must watch those 
 things and make it hard to steal them, so that nobody will be tempted to steal. 
 We all know that in a machine shop, for instance, nobody will attempt to make 
 away with a special cutting tool, which may have cost several hundred dollars, 
 or a special fixture which may have cost a couple of thousand dollars; but the 
 hand tools, micrometers and gauges and the small brass pieces and turnings, 
 have to be watched, because they can be used or quickly turned into cash by 
 the man who takes them away. Practically everything in a lunch room can be 
 used by whoever can get away with it, and the order of their relative attractive- 
 ness, so to speak, depends practically on this point. We can classify them in 
 the same way that we have classified our lunch-room investment accounts, as 
 follows : 
 
64 
 
 restaurant facilities for shipyard workers 
 Figure 5 
 
 DAILY BEPORT OF UJNCH-ROOM RECEIPTS 
 
 ( Date ) 
 
 -, 19 
 
 
 Checks issued. 
 
 Register readings. 
 
 Missing 
 checks. 
 
 Tours. 
 
 Opening 
 numbers. 
 
 Closing 
 numbers. 
 
 Number 
 issued. 
 
 Opening. 
 
 Closing. 
 
 Total 
 sales. 
 
 
 
 
 
 
 
 
 
 Lunch 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Night shift 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Total 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Cashier. 
 
 Cash. 
 
 Lunch-room merchandise. 
 
 Lunch-room supplies. 
 
 Linen, cutlery, silverware, dishes, glassware, utensils. 
 
 The essentials of the plan for protecting cash are, first, that no food or mer- 
 chandise can be issued without a record being made of it ; and, second, to make 
 sure that this record gets into the accounts. The first of these requirements is 
 served by any of the standard systems of meal tickets, coupons, and checks, pro- 
 vided the checks are so laid out that only one need be issued to each customer, 
 even though he may add to his order several times during a single meal. None 
 of these systems is better than the man who operates it, however ; so our prin- 
 cipal assurance that whatever system is adopted is being properly used must 
 come from a constant and careful comparison of the analysis of the business, as 
 outlined in figure 3, supplemented by frequent personal inspection by reliable 
 people outside the lunch-room organization. The lunch-room organization itself 
 should be so laid out that cashiers and food checkers, if there are any, shall 
 report to some one other than the manager of the lunch room, and these people 
 should be shifted around from time to time, or even assigned for a month or so 
 to other duties, in order to break up any plans that may have been formed to 
 beat the company. Whenever checks are used they should be numbered serially 
 and a careful record kept of checks on hand, issued, and returned. In other 
 words, each check must be accounted for from the time it is received from the 
 printer until the time it is paid and canceled. A daily report, along the lines in 
 figure 5, should be made to the bookkeeper and summarized by him. He should 
 also verify the check numbers and the cash-register readings, and a thorough 
 investigation should always be made of any missing checks. 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 65 
 
 Occasionally a customer will be able to get out of the lunch room with an 
 unpaid check in his pocket, but each of these cases should be investigated right 
 back to the waiter who issued the check, if only to convince the lunch-room 
 staff that they are being watched closely and in detail. These reports should be 
 summarized during the month, both as a basis for statistical figures regarding 
 meals served and as a basis for an entry charging the cashier with the amount 
 of cash reported under "Total Sales," which charge, in turn, will be offset by a 
 credit to him for the cash that he turns in, leaving him charged with any cash 
 that he may have retained for making change. He should be checked up fre- 
 quently and at irregular intervals, to make sure that the cash on hand, in the 
 cash drawer, is in agreement with the cash charged to him. 
 
 No lunch-room purchases should be paid for by the lunch-room cashier, 
 where a lunch room is being run as an annex to an industrial plant. There is no 
 necessity for doing it and the moral effect alone of paying creditors, whether 
 large or small, by the company's check, is highly beneficial. If the lunch-room 
 manager is authorized to make small purchases, he should be given a supply of 
 special voucher forms or cash orders to be honored by the company's cashier. 
 The advantage of this is that, if there should be any reason for suspecting the 
 integrity of the people making these small purchases for the lunch room, a care- 
 ful and immediate examination should be made to see if the merchandise called 
 for by the orders or vouchers is on hand or can be accounted for. In the same 
 way and for the same general reason, no miscellaneous sales should be collected 
 by the lunch-room cashier. These should be regularly invoiced against the pur- 
 chaser, on the company's forms, and collection made through the company's 
 regular established collection agencies. 
 
 A sufficient number of cash registers should be a part of the equipment of 
 every lunch room. The key of these registers should be kept by some competent 
 person outside the lunch-room organization, so that no access may be had to 
 the tapes or dials by any person who handles lunch-room cash. 
 
 The cigars, cigarettes, chewing gum and candy that are generallv sold in 
 connection with lunch-room operations, are frequently tempting objects to 
 people who would not ordinarily think of stealing anything. AH merchandise of 
 this kind should, first of all, be inclosed in glass cases or behind screens, so that 
 it can always be plainly visible, although it can only be reached by the man be- 
 hind the counter. Since all this merchandise has a fixed selling value, a memo- 
 randum record should be kept, at selling values, of merchandise delivered for 
 sale. In other words, the clerk should feel that he is charged, not with so many 
 5-cent cigars at 4Vss cents, but with a certain number of 5-cent cigars at 5 cents 
 each. This memorandum record should be credited with the sales, and when 
 the monthly inventory is taken, it should be priced at selling values as well as 
 at cost, and the total selling value of the inventory reconciled with the balance 
 shown on the memorandum record. 
 
 The problem of keeping an accurate account of lunch-room supplies is per- 
 haps the most complicated one, because here unreasonably large consumption 
 may be due to waste and extravagance as well as to theft, and the waste may 
 not always be controllable by the manager. For this reason the relationship 
 between the sales of meals and cost of supplies used should be watched very 
 carefully, as should also the cost per meal of supplies used. If these figures 
 retain a proper relationship to each other, both currently and from month to 
 month, and personal observation shows that there is no excessive waste, it may 
 
66 RESTAURANT FACILITIES FOR SHIPYARD WORKERS 
 
 be assumed that things are going as well as could be expected. Special super- 
 vision needs to be given to the prices for foodstuffs, in order to make sure that 
 they do not contain any rebates or commissions, and all packages carried or 
 sent out of the lunch room should be watched in order to be sure that things 
 are not being carried away. 
 
 The linen and other equipment should be charged to some person who will 
 be responsible for reporting all losses from wear, breakage, theft, or any other 
 cause. These items should be correctly recorded. The accuracy of his reports 
 should be tested by occasional physical inventories, which should correspond 
 closely with the inventory account. Any radical discrepancies between the 
 actual and book figures should be brought forcibly to the attention of the lunch- 
 room staff, as they are indications that either the customers are getting away 
 with the equipment or that the staff are not as careful as they should be. 
 
RESTAURANT FACILITIES FOR SHIPYARD WORKERS 67 
 
 BIBLIOGRAPHY 
 
 Memorandum of the British Health of Munition Workers' Committee : 
 Industrial Canteens (Memorandum No. 3) , November, 1915, 7 pages 
 (Cd. 8133). Price, 1 pence. 
 
 Canteen Construction and Equipment (Memorandum No. 6) (Appen- 
 dix to No. 3 January, 1916, 7 pages and plates (Cd. 8199). Price, 
 4 pence. 
 
 Investigations of Workers' Food and Suggestions as to Dietary (Mem- 
 orandum No. 11) (Report by Leonard E. Hill, F. R. S.), August, 
 1916—11 pages (Cd. 8370). Price, iy 2 pence. 
 
 The above memoranda have been reprinted by the Bureau of Labor 
 Statistics, United States Department of Labor, in Bulletin 222, April, 1917, 
 entitled "Welfare Work in British Munition Factories." This reprint can be 
 purchased from the Superintendent of Documents, Government Printing Office, 
 Washington, D. C, at 10 cents per copy. 
 
 Health of the Munition Worker, a handbook prepared by the Health of 
 Munition Workers' Committee, London, 1917. Price, 1 shilling 6 pence, net. 
 
 Feeding the Munition Worker. Prepared by the Canteen Committee of the 
 Central Control Board (Liquor Traffic). Price, 6 pence. All of the British 
 publications here mentioned may be purchased from T. Fisher Unwin (Ltd.), 
 London, W. C. 2, or from P. S. King & Son, London. 
 
 Munition Workers in England and France, a summary of reports issued by the 
 British Ministry of Munitions, by Henriette R. Walter, published by Division 
 of Industrial Studies, Russell Sage Foundation, 130 East Twenty-second 
 Street, New York City, April, 1917. Price, 20 cents. 
 
 Bulletin of the National Association of Corporation Schools, December, 1917, 
 130 East Fifteenth Street, New York City. Price, 25 cents. This publication 
 contains several interesting descriptions of American company restaurants, 
 stressing their value. 
 
 Lunch Rooms for Employees, by Anice L. Whitney, Monthly Review Bureau 
 of Labor Statistics, U. S. Department of Labor, Wash., D. C, December, 
 1917, pages 207-215. 
 
 Welfare Work For Civilian Employees of the United States, by Augustus P. 
 
 Norton, Monthly Review, Bureau of Labor Statistics, U. S. Department of 
 
 Labor, Washington, D. C., August, 1918. 
 The Preparation of Foods for Factory Employees, published by the General 
 
 Electric Co. of Cleveland, Ohio. 
 
 One Hundred-Portion War Time Recipes, by Bertha E. Nettleton, Manager, 
 Horace Mann Lunch Room, and Assistant in Institutional Administration, 
 Teachers' College, Columbia University, New York City. Published by Lip- 
 pincott & Co., Philadelphia, Pa. Price $1.00. _ 
 
 Fifteen Food Charts, prepared by C. F. Langworthy, Chief, Office of Home Eco- 
 nomics, States Relations Service, United States Department of Agriculture, 
 Washington, D. C. Price, $1.00. 
 
 The Problem of Physical Efficiency in the Shipyards, by L. Erskine, Washing- 
 ton, D. C, 1918=