PRINTING SERVICES DIVISION ANNUAL REPORT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-05599A000100050010-8
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 14
• Document Creation Date: November 16, 2016
• Document Release Date: May 10, 2000
• Sequence Number: 10
• Publication Date: July 12, 1974
• Content Type: MF

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MEMORANDUM FOR: Director of Logistics
SUBJECT
12 July 1974
Printing Services Division Annual Report
REFERENCE Memo dtd 14 Jun 74 to Mtple Adrse fr D/L, subject:
Annual Report Call
1. The attached annual report is submitted in accordance with
reference.
2. The attached yearly report is a good summation of PSD
accomplishments during the past fiscal year and will, I think, be of
benefit to you at this time for briefing Mr. McMahon. It does not
cover areas of PSD concern for the future.
3. The most crucial problem of the immediate future is that of
printing the . As you know, eight slots have already
been removed from PSD's staffing complement under the assumption that
that job will be "farmed out." It is my view that that action is
extremely dubious. The problem is further complicated by the fact
that PSD is obligated to commence producing the b photocomposing
(a required expenditure of $150,000 to $200,000) w en automates
their operations. The contract provides the means for this
automation and has been signed with an implementation date for the
system of 1 February 1975. Assuming that PSD will continue to print
the important decisions such as obtaining financial resources
not in PSD's FY 75 budget, equipment identification, procurement,
installation, testing, etc., need to be made as soon as possible.
4. A second concern of PSD is that of increasing workloads in the
microimagery area. PSD has the equipment and facilities to accomplish
the tasks. The missing element is an adequate number of personnel.
Ongoing programs and known active projects are numerous enough to keep
our limited staff busy for the next three years it is estimated. What
makes this problem particularly sticky is that the microimagery media
is in its nfancy and that group is spending full
time preaching the merits of the media and drumming up work for us that
we cannot keep up with. Unless additional photographic personnel
resources are made available to PSD, further proliferation of photo
facilities throughout the Agency is sure to develop.
OL 4 3606
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SUBJECT: Printing Services Division Annual Report
5. If further information is required in these areas, I am, of
course, available anytime for discussions.
25X1A
Chief
Printing Services Division, OL
Att
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PRINTING SERVICES DIVISION
ANNUAL REPORT, FY 1974
SECTION A. GENERAL
1. A trend started several years ago became more
pronounced during this past year; viz, the production and
subsequent printing of the Agency's intelligence product
have veered sharply from the long lead time, batch oriented,
and encyclopedic information typified by the NIS to the
fast turnaround, short deadline, current intelligence
exemplified by the OER report on INTERNATIONAL OIL DEVELOP-
MENTS. The latter is done weekly, the text and graphics
being furnished to PSD of times late at night for next
morning distribution. This trend has caused an overflow
of priority work from the Special Printing Plant, which
traditionally has been geared up for current intelligence,
to the Main Plant. In order to meet this changing
environment, efforts were started, and will be continued,
to increase the versatility and flexibility of personnel.
Although it runs counter to traditions in the industry,
i.e., compartmentation of skills, it is the only way to
cope with peaks and valleys in production without having
fluctuating periods of under- and over-employment.
2. New directions and reorganizations in the Agency
have not only resulted in the change noted above, but have
also put PSD in touch with new personnel managing publi-
cation activities in the production offices. They are
generally unfamiliar with printing and the capabilities of
PSD. This has caused some false starts and remakes and
will only be solved by time and education. A good example
is the IC Staff, which is coming alive with what appears
to be a continuing program of complex printing requirements.
Although there is some burden associated with new producers,
it offers an excellent opportunity for PSD to analyze
printing requirements at the start and, working with the
customer, recommend more efficient and cost effective
production techniques.
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3. Planning and budgeting were especially difficult
during this year of unpredictable and sometime startling
increases in supply and service costs, paper costs being
the most notable. This is an Agency-wide problem and
many steps have been taken for its alleviation, but PSD's
mission is particularly sensitive to this situation.
While paper obtained through the Government Printing Office
(GPO) increased in price an average of 69%, that obtained
commercially only increased an average of 20%. Perhaps of
greater significance operationally has been the increasingly
poor quality of some kinds of paper, i.e., press operations
have been hindered and waste incurred. If this trend
continues in FY 75, PSD will suffer increasingly severe
planning, budgeting, and production problems.
4. In the general area of word processing (defined
as those equipments and procedures related to the input
side of text processing, e.g., production of typescript,
magnetic tape, mag cards, et al) the attainment of OL
Objective 6 for FY 74 has been met and reported in detail
in Section B; however, the Agency is a long way from having
an overall rational policy and direction. Neither PSD nor
the Information Systems Analysis Staff (ISAS) has the
authority to set standards and goals. Individual components
go their own way in developing systems and acquiring hard-
ware. This has become an increasingly dynamic field, with
new equipment coming on fast and costs going down. Thus,
attempts at standardization may be premature at present.
Without decrying a centralized authority to set an Agency
policy, it is important to recognize that in the case of
PSD it means the development of capabilities to handle
multimedia outputs from a variety of components. Although
this has complicated planning, the good news lies in an
increased capability and flexibility in PSD.
5. Accomplishments in microphotography are reported
in Section C. The year was marked by a dramatic popular-
ization of microfilm, due in part to the realization of
component managers that it served useful purposes for not
only archival and record storage needs but for active file
manipulation, and in part to the missionary work of ISAS.
Unfortunately, the missionary work was staged with total
disregard to the producing capabilities of the Agency, much
of which rests in PSD. Gross production statistics indicate
that microfilming (planetary or rotary imaging on film)
increased almost 27% in FY 74 over the average production
for FY 72 and 73 and film duplicating increased 159%, this
without augmentation of manpower. Equipment upgrading and
refinements in the system allowed this; however, more
importantly, there are 2,569 cubic feet of source documents
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on hand for filming, waiting as parts of active projects,
or approved by ISAS as valid projects. This equates to
a more than three year backlog based on present equipment
and an estimated equivalent in personnel resources of
three man-years per year, i.e., we have a 9.5 man-year
backlog of identified work, excluding COM, duplicating,
or rotary camera work. The significance of this lies
in the fact that we have probably only seen the tip of the
iceberg, and that without additional personnel resources
the Agency will also see a further decentralization of
the activity as components buy equipment and staff to do
their own work.
SECTION B. PERFORMANCE AGAINST FY 1974 OBJECTIVES
1. The two PSD objectives for FY 74, although
significant as initiators of more complex and far reaching
carryons for FY 75 and 76, were not representative of the
total effort and product of the Division over the year.
Thus, Section C of this report is more indicative of
utilization of resources in terms of specific in-house
improvements and products delivered.
2. OL Objective #6 on word processing contained
10 milestones which represented more concrete goals than
some of the generalizations contained in the objective
statement itself; thus, reports on each milestone as seen
at year end are submitted below. Attainment of this
objective was not controllable by PSD. It required a
considerable amount of inter-Office and inter-Directorate
dialogue, much of it under the aegis of the ISAS. All
of what transpired may be judged as beginning building
blocks, hopefully, for a rational and cost effective Agency
position on word processing.
a. Milestone 1 - Word Processing Task Team
Past activities have included the participation
by PSD within the task team for determining
organization and objective guidelines for the
task team and providing technical assistance
to ISAS for cost, utilization, and evaluation
of approximately 20 word processing units which
have potential use within the Agency. At
present, the status (and accomplishment) of the
task team is to act as an Agency clearing house
to monitor ongoing word processing applications
and to review requests for new requirements.
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b. Milestone 2 - Automation Task Force
The major accomplishment to date has been
full participation by PSD in the design,
specifications, request for proposal,and
evaluation and selection of
as contractor for implementation of the
system. The contract has been awarded an
preparation for final specification approval
is under way.
c. Milestone 3 - Capabilities within PSD
There have been no major accomplishments
in this reporting area. This is basically a
data collection stage which will be used as
background information for additional studies
within the overall PSD objective. When complete,
however, this segment of the objective can
provide a capability reference manual which can
be converted to a customer information booklet.
d. Milestone 4 - Requirements
As with the capabilities portion, this
element is used for data collection and no
significant accomplishments outside of the
objective can be reported. The major thrust
of analysis has been in the area of the volume,
condition, and source of composition require-
ments for the Division.
e. Milestone 5 - Future Requirements
Most information for this milestone has been
furnished by the word processing survey and by
the direct and continuing customer contacts for
PSD. Estimates for near future (FY 75) changes
have been completed. The accomplishment to date
has been the use of the projection figures for
future equipment needs and for the direction of
the follow-up objectives for FY 75 and 76.
f. Milestone
6 - Equipment Evaluations
In the area
has centered on
units have been
Word Processing
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of equipment evaluations, activity
word processing units. These
evaluated for the benefit of the
Task Team and for possible use
by PSD. The significance of the evaluation
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is the indication it provides for future input
techniques available in the Agency. Complete
documentation has been assembled for composition
devices available today, and also several of the
mini-based word processing units have been
evaluated with the dual purpose of word processing
applications and other possible use in PSD.
g. Milestone 7 - Systems Evaluation
Evaluations have been completed for the EPIC
and the SCRIPT/EPIC systems (presently in use)
and also on other major systems in use today, which
includes the ATS, ATMS, Printext and Termtext
offered by IBM, the DEC typeset programs and
miscellaenous systems utilizing the DEC operating
system (CIS, Inc., Data Logic, Astrotype, Atex).
h. Milestone 8 - Summary Report
Completed and submitted.
i. Milestone 9 - Data Collection
Completed and reported.
j. Milestone 10 - Design Options
Using the basic information collected through-
out the reporting periods, options for implementation
of a system or systems have been developed and
presented in the June reporting period. These
options, which include both data preparation and
composition options, are separated into the small,
medium and large volume requirements.
k. Milestone 11 - Cost Factors
Basic cost factors have been included for each
of the design options listed above. More detailed
explanations will be provided with the objective
final report.
1. Milestone 12 - Report Preparation
This milestone is in progress and is scheduled
for completion 31 July 1974.
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3. OL Objective #11, resource allocation reporting,
has been successfully completed. A six month report was
submitted in January. The final report for FY 74 is
submitted herewith (Attachment 1). This, too, may be con-
sidered a building block in the overall MIS goal represented
by Division Objective D57822 for FY 75. Data collection
for both resource allocation and raw production measurements
(ref Attachment 2) will continue. Realization of the FY 75
Division objective will be highly dependent upon receiving
systems design, programming, and computer processing time
from OJCS or elsewhere. Although we may not have gone as
far as possible by manual means, it is questionable whether
further efforts, without computer support, will be meaningful
or cost effective.
SECTION C. OTHER FY 1974 ACTIVITIES
1. The transition from hot-metal typesetting and
relatively slow cold-type processes to rapid photocomposition
techniques continued in FY 74. The National Intelligence
Daily, a tabloid size, 4-page newspaper of current intelligence
events is the culmination of a joint effort of the Office
of Current Intelligence (OCI) and PSD to produce a quality
publication with a short production deadline for its
composing and printing. To accomplish the task, PSD has
staffed a Photon Pacesetter located in OCI space. This
rapid phototypesetter is currently producing the entire
headline material and is gradually absorbing the composition
of the text. OCI's concern for equipment failures and the
lack of backup has resulted in a reluctance on the part of
OCI to take full advantage of the machine's capability; new
equipment will be installed early in FY 75 to provide backup
and to replace more traditional composition of other DD/I
jobs.
2. On 1 March 1974, the printing operation was
moved from the General Printing Iant to the Main Plant.
The operation's relocation has provided additional expertise
for the solution of technical problems. In addition, the
move has provided management with an opportunity for cross
training personnel to help in other areas as the
are completed. Shortly after the move to the Main Plant,
neE equipmwitoggy9spdiv_were instituted to enhance the
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of paper per year, and a reduction in PSD of press time,
dissemination time, and mailing costs. The acquisition of
new and faster photocomposition equipment required for this
project will allow PSD to provide new and faster service to
many other customers. Current annual usage of paper for
the is approximately 36,000,000 sheets
at a cost of $7.20/M. Estimated savings in phototypesetting
(achieved by data compaction) will be near $80,000/year in
paper costs. Further savings will be made by conversion to
roll paper. This could amount to $40,000/year. If all goes
according to plan, i.e., PSD acquisition of typesetting
equipment, and testing out and acquisition of roll fed
presses, there could be paper savings of $120,000/year by
FY 76. This is based on FY 74 prices.
6. Responsibility for operation of a Datagraphix 4360
computer output microfilm recorder was transferred to PSD
from the Office of Joint Computer Support (OJCS) in January
1974. Previously, PSD had been providing support in film
processing and duplication only. The requirements have
increased steadily and the total monthly production is in
excess of 1,200,000 frames (equivalent pages of computer
printing). A concerted effort by ISAS and OJCS is underway
to convert increasing amounts of computer output from paper
to COM, particularly COM microfiche. Current planning
underway, and the actual rate of increase indicates that the
requirements could double in FY 1975. Substitution of COM
in lieu of computer paper provides a maximum potential
avoidance for approximately 13,000,000 pages annually--
COM can be printed faster and more economically, is more
accessible to users and requires only 5% of the filing
space used for a corresponding amount of hard copy.
7. The most comprehensive survey of Agency micrographic
operations ever produced was completed by PSD in January 1974.
The study was used by the DD/M&S in briefings of other
Directorates. It contains an analysis of all ongoing micro-
graphic systems and applications in the Agency and will be
the basis for periodic audits of systems to be conducted by
the Agency Micrographics Officer. A commendation from ISAS
was received.
8. The introduction of electrostatic plates into the
production system on 1 April provided a sorely needed
upgrading in printing quality which had been impossible to
attain with the previously used direct plates supplied by
the typists.
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9. Starting in August 1974, a PSD and OJCS jointly
sponsored test of the new Xerox 1200 printer will commence
in the General Printing Plant. The equipment prints
directly from magnetic tape, and potentially could replace
most forms printer work and a considerable amount of current
line printer work. This joint test venture grew out of a
feasibility study completed in November 1973. In addition
to a higher quality product and more rapid response to
printing requirements, there is every indication that there
will be personnel savings, and savings in equipment rentals
and paper.
10. A microphotography project requested by DD/I and
DD/S&T, and jointly planned by PSD and the Central Reference
Service (CRS), was implemented in April 1974. Virtually
all DD/I and DD/S&T publications are now put on microfiche.
Original film and duplicates are provided to CRS for file
and use in retrospective searches. Duplicates are also
made available in lieu of hard copy. Advantages include some
elimination of printing of extra copies of publications which
have been required for supplementary distribution. The
system also permits analysts to retain complete sets of
publications with fingertip access and requiring only 5% of
the filing space required for the hard copy.
11. Two new copying machines, a Xerox 3100 and a
Xerox 3600-1, have been added to GPP operations. They will
permit a lower per print cost in addition to providing better
service. An older Xerox is being retired. The monthly
average production is now 220,000 copies.
12. Major equipment acquisitions in FY 74 contributed
in substantial measure to improved response, automation and
general updating of facilities in the Photography Branch.
a. Microforms production. Increasing customer
interest and requirements for microfiche was met by
the acquisition of an NCR/NMA microfiche camera, a
Scott Diazo microfiche duplicator, an Extek 105mm
silver film duplicator, and an Allen 105mm film
processor. All of this equipment was put to immediate
use upon receipt as the fiche format has rapidly
exceeded other microform formats in popularity and
customer acceptance. Only the NCR/NMA camera represents
a new capability; the other equipment was acquired to
increase production rates, upgrade product quality and
continue the effort towards complete automation.
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b. The Branch took delivery of a Kodak Versamat
11C-M film processor in April 1974. This was a key
step in automating the processing of black-and-white
continuous tone films, most of which had hitherto
been done by hand. The processor is superior in all
respects to previously used techniques and now permits
implementation of other automated methods relative
to the copying process. Both the Versamat and Allen
film processors provide processing consistency and
production capacity previously unavailable.
c. Prior to mid-FY 1974 all color prints were
made by laborious hand techniques--from tedious
enlarging to "dip and dunk" processing methods.
Acquisition of a Kodak 85-3K color printer, together
with a Pakopro 60 continuous roll print processor,
permitted the automated production of more than 60%
of printing requirements. Ninety percent of production
should eventually be accomplished in this system with
the result of much faster throughput, more consistent
quality, and considerable savings in man-hours. The
Agency I.D. badge printing project is an example of
a project that directly benefited from this change
in methodology.
d. An Itek 400 photocopier went into use early
in FY 74. This device can literally provide "while-
you-wait" service in a variety of forms of black-and-
white reproduction. This equipment replaced the
familiar Photostat machines and provides a broader
"quick copy" product capability.
13. A plan to reorganize the Photography Branch was
completed in May 1974. In brief, its purpose is to reduce
Branch compartmentalization, provide equitable opportunity
for career development and promotion, cross train personnel
for increased flexibility and workload reaction, improve response
to customer requirements, and upgrade the degree of profes-
sionalism necessary for operating a modern service facility.
The increasing problem of workload versus available manpower
stimulated this plan for Branch restructuring.
14. Continued growth and demand for microimagery
production necessitated an examination of that portion of
Branch facilities devoted to this type of work. After
three months of space planning, work flow analysis and
equipment location possibilities, a plan was developed,
submitted and approved for modifying production areas.
Implementation is now awaiting GSA action.
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15. Production statistics for FY 74 are attached
(Attachment 2). These are shown with similar statistics
for FY 72 and 73 for comparative purposes. There is no
direct correlation between these production statistics,
manpower, and standards, thus it would be impossible to
measure productivity at this time. Accomplishment of
productivity measures will be dependent upon the degree
of success during FY 75 in designing an integrated Manage-
ment Information System which will pull many of these
production-related statistics together, hopefully in such
a way as to provide some measure of productivity by FY 76.
This is a Division objective for FY 75 and 76. Changes
up and down from year to year generally reflect combinations
of fluctuating customer requirements, available manpower,
and the introduction of new systems and upgraded equipment.
Some highlights:
a. FY 74 keyboarding in Composing Branch shows
an overall 5.5% decline from the average of FY 72 and
73. Linotype was down 10%, monotype down 33%, while
tape keying was up 300%. This is indicative of the
trend towards greater use of the Photon phototypesetter
and the phasing out of the NIS program.
b. Imaging was up 21.4%, due largely to the
increase in the use of the Photon. Negative production
was down 14%. Line, halftone, and contact were down,
yet color separation was up 122%. No single identifiable
program can be cited to account for this. It's across
the board.
c. In Press the number of plates increased 10.6%,
but impressions were down 1%. This reflects a noticeable
trend in the Agency towards shorter run current
intelligence publishing.
d. A drop of 18.3% in collation indicates both
a reduced requirement and better job planning that
resulted in fewer single sheet pickups, i.e., more
pickups of folded multipage signatures.
e. In Photography, there was a 26.6% increase
in microfilming (exposures) and a 159% increase in
microfilm duplication. This significant increase is
treated elsewhere in this section.
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f. Motion picture activity was down 24%.
This indicates a decline in certain DD/I collection
activities, and perhaps a greater reliance in the
Agency on the video medium.
Although a direct and meaningful correlation between these
production statistics and manpower is not possible, it is
interesting to note that overall average on-board strength
of the Division declined from 269 in FY 72 to 255 in FY 73
and 242 in FY 74.
16. The Summary Map element of the NIS program was a
continuing activity in FY 74. During the year PSD produced
six-color maps of 14 selected countries; each country
requiring 8,500 printed copies. Of the total copies 1,200
are either inserted into the NIS General Survey publication
or are furnished to the Office of Basic and Geographic
Intelligence. An additional 1,500 copies are furnished to
the Agency's Map Library. An important outgrowth of this
program has been the opportunity for the Division to provide
5,300 copies (all of the remaining copies) to GPO for public
sale. In FY 74 the Division delivered 86,200 map copies
to GPO for which the Agency has requested reimbursement of
$8,620 (10 cents a copy). At the end of FY 74 the Summary
Map element of the NIS program is nearly terminated, with
only three in process with a 31 August target date for
completion ending the program.
17. In the interest of modernization, improved quality,
automation and added cost benefits, a little over $164,000
worth of new equipment was ordered during the year. Notable
items are mentioned throughout this report. A little over
$170,000 worth of equipment was turned in for disposal by a
variety of means. Two owned Xerox 914's valued at $30,000
were disposed as obsolete, and a Photon 513 valued at over
$49,000 was transferred to DOD Topographic Command. A
proof press valued at over $26,000 was transferred to the
U.S. Geological Survey. It was no longer used by PSD, but
was required by the Geological Survey.
SECTION D. RECOMMENDATIONS
PSD has no overall recommendations growing out of this
review of FY 74. Changes and additions to Office and Division
level objectives have been submitted and approved. The
establishment of new and more specific Division objectives for
FY 75 and 76 will furnish Division management with a framework
within which it can operate and monitor important develop-
meats as they come down the pike. Vitally needed cross
training of personnel has been underway and will continue.
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