ORGANIZED PLANNING OF SCIENTIFIC RESEARCH IN POLISH INDUSTRIAL INSTITUTES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-00809A000700060569-3
• Release Decision: RIPPUB
• Original Classification: R
• Document Page Count: 5
• Document Creation Date: December 22, 2016
• Document Release Date: September 30, 2011
• Sequence Number: 569
• Publication Date: May 29, 1952
• Content Type: REPORT

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CLASSIFICATIONS RESTRICTED
,... CENTRAL INTELLIGENCE AGENCY REPORT
INFORMATION FROM
FOREIGN DOCUMENTS OR RADIO BROADCASTS CD NO.
COUNTRY Poland DATE OF
SUBJECT Scientific - Miscellaneous, development, INFORMATION 1951
organization
HOW
PUBLISHED Monthly periodical
WHERE
PUBLISHED Warsaw
DATE
PUBLISHED Nov 1951
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ORGANIZED PLANNING OF SCIPPIFIC RESEARCH
IN POLISH INDLSTRIAL iNSTITt?fll
(Polish Editors Note: The editors have published the following article as
an invitation to discussions, and ask workers in scientific research institutes
and representatives of the economic administration for their comments on matters
raised in this article. The editors particularly ask that these comments espec-
ially note those statements of the author which arose doubt. For instance,
should the distribution of labor input be deteri:ed after the guiding prin-
ciples are prepared; or, at this stage, should only the total of man-hours be
indicated, and should calculation of labor input be made for the annual plan?
Is it feasible for the scientific council to sit in at every stage of a
project when the council meets two to four times , year? Is the existence of
a single executive section possible in multi-laboratory institutes dealing with
a wide range of problems or would it be better to form smaller executive offices
in each specialized field of the institute, so that the author could maintain
constant supervision over work progress in his field? Is it feasible to main-
tain project records which show labor input and results achieved at the oper-
ations level, or should scientific researchers only fill out project cards which
distribute costs according to individual projects while the results of research
are noted in a memorandum book? What are the possibilities of reducing red
tape burdening scientific research workers?)
The vigorous development of scientific research in Poland resulting from
the constantly increasing level of technology and the existence of an atmos-
phere conducive to extensive research work is beginning to necessitate standard-
ization and streamlining of certain basic organizational principles. The aims
of these principles should be the following:
1. To link scientific research to the present nee's of industry as well
as to the long-range perspectives of industrial development.
STATE
ARMY
DATE DIST. a9 May 1952
NO. OF PAGES 5
SUPPLEMENT TO
REPORT NO.
THIS IS UNEVALUATED INFORMATION
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2. To control and influence the progress of the approved scientific re-
search plan.
3? To pr'~-.-ide documentary support for decisions adopted (for example, the
transition fYom laboratory experiments to pilot plant production, from the pilot
plant to industrial-scale production, etc.).
k. To provide for the verification of results.
5. To promote productivity and effectiveness in the work of the executive
personnel.
6. To gather the most essential elements for calculating the costs of in-
dividual research projects.
The present directives and regulations of the PKPG (Panstwowa Komisja
Planowania Gospodarczego, State Economic Planning Commission) and of the in-
dustrial ministries only partially resolved these problems. They merely pro-
vide for reports from subordinate Institutes and do not solve the whole prob-
lem.
The individual institutes independently have been seeking solutions within
their own fields, and undoubtedly have had some results. Many ideas presented
herein may have been put to a practical test and further discuss!on should be
fruitful.
The basis for the work of the institute, and at the same time the factor
binding its activities to all other economic tasks of the state, is the long-
term and annual scientific research plan. This plan is closely tied to the
needs of industry and is part of a broader plan for technical development worked
out by industry. It also covers problems which the industrial administration
is net equipped to solve on its own. The plan and the designation of the field
of research should be initiated by the industry on a printed form which might
be headed, "Proposed Scientific Research Projects of the CZP (Centralny Zar-
zed Przemyslu, Central Industrial Administration)." This form should include,
in addition to details on the subject matter, data on the extent of application
of the results as well as data on the economic and production c-: ects which in-
dustry expect.. to result from work on the projects it has proposed. Such a de-
scription of the subject will provide the necessary information for determining
research priorities.
Such a form, 1-deed on present PKFG terminology and symbols, would look
like this:
Degree of Economic Effects
Number Problem Purpose Subject Application Anticipated
The form submitted to the institute and to the ministry would be the point
of departure for the institute's prc..,sals, which would be drawn up in the same
manner.
It 'nay be said, on the basis of past experience, that the proposals of in-
dustrir usually will be concerted with a narrow approach to its most vital ani
immediate needs, while those of the institnt.e will tend toward the theoretical
and long-range aspect with a broad application.
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A penetrating, carefully thought out, logical synthesis of both proposals
should intimately tie the future work of the institute to the current needs of
industry, without limiting the scope of research or obstructing creative
thought, which at times runs ahead of the immediate needs.
A joint conference of the administrations of industry and the institute
should develop this synthesis, with the ministry acting as arbiter. The
minutes of this conference will constitute the basis for drawing up the "Scien-
tific Research Plan of the Institute," which is the plan approved by the min-
istry.
Upon receipt of the approved "Scientific Research Plan of the Institute,"
the planning sc~tion of the institute sends portions of the plan, signed by
the general director and his deputy for scientific matters, to the respective
specialized laboratories. The manager of the laboratory, after familiarizing
himself with the portion of the plan he has received, summons the chief engine-
ers who work on the subject contained in the plan. The functions of the en-
gineers will be discussed below. When necessary, the scientific research proj-
ect eusually a small subdivision of the project) is subcontracted to other lab-
oratories in the institute, with prior consent of the director of scientific
research. The subcontracted projects are accurately defined in writing and
countersigned by the deputy director for scientific matters. The institute
management may also bubcontract certain research work to factories and factory
laboratories, especially for testing at the pilot plant stage, or for full in-
dustrial application. In this case, the institute forwards documented recom-
mendations and proposals for the subcontracted work in the ministry, which ap-
proves them and transmits them to the factory.
When the factory management receives the subcontracted project, research-
ers are assigned to do the work in accordance with regulations and instructions
for conducting and documenting scientific research which are in force in the
institute.
The chief engineer of the project is the scientific researcher responsible
for the results, progress, and punctual completion of the project in all its
three stages -- laboratory, pilot plant, and industrial. He coordinates the
results obtained by 'rdividual workers in his own laboratory and in other units,
laboratories, and factories working on the assignment.
The chief engineer, after acquainting himself with the subject and its
literature, draws up "Guiding Principles for the Project." These are dis-
cussed with his superiors, who give their approval in written form.
The "Guiding Principles for the Project" include:
1. Methods of procedure -- possible variables to be tested, sequence, and
methods of research.
2. List of equipment and specifications for carrying out the research.
3. Requirements for equipment, materials, and literature which the lab-
oratory does not possess but which are absolutely essential.
After approval of the guiding principles, the chief engineer draws up a
work-load chart, which he submits for approval.. The details of the chart are
bared on the guiding principles and include a schedule of the progress and com-
pletion of individual assignments and of the complete project, and labor input
for individual ar.;ignments and the entire project expressed in terms of man-
hours. With the consent of the management, the guiding principles and the work-
load chart can be drawn up piecemeal at each stage of the project.
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Upon completion of each stage, the chief engineer submits to the laboratory
manager a written report entitled "Project Progress Report." He also includes
concrete recommendations on further research prospects. The decision of he
director of scientific research, after he has heard the views of the scientific
council, may be the basis for proceeding with the project in its next stages --
pilot plant or industrial.
During the course of the project, the manager of the laboratory is kept
informed of its progress by the chief engin=~r with the aid of periodic Gantt
progress charts. A collated Gantt chart for the entire project serves as the
basis for a report to the higher authorities of the institute.
The chief engineer of the project keeps a "Journal of Reseerch Work" for
all the work he directs. This journal serves as the basis for preparing Gantt
progress charts and for the "Report of Results."
After positive results have been obtained in all stages of work on tht Proj-
ect, the scientific council, on the recommendation of the director of scien-
tific research, transmits the results to the executive secticn of the institute
for application in industrial operation. Upon consent of the higher a,:thc_lties,
the work is published.
The pilot plant is the link between the institute and industry. The pilot
plant cooperates closely with the industrial administration in the final stage
of the project: testing results under industrial operating conditions, With
specifl-ations furnished by the industrial branch laboratory, covering tea tech-
nology, equipment, raw materials, and the finished product, as well as a plan
of quality control, the pilot plant assists in working out plans for new in-
vestments or for the adaptations of existing plant facilities. The pilot plant
prepares the technical part of the report to the O PI jot identified/. It is
the official consultant to the board or management or, construction. It cooper-
ates in organizing the activation of production, and takes -,-r in training and
educating technical personnel to handle the new production. When necessary,
the pilot plant calls on the scientific researchers vhn worked on the project.
After activation and a transition to planned production, the pilot plant
turns over the technical documents in protocol form to the factory administra-
tion, which from now on assumes the responsibility for production.
The principles of organization above enumerated primarily concern the in-
stitute administration. It is also essential to have a precise definition of
organization on the working level of the scientific researcher. This is es-
sential for the maximum accuracy of the results, for their proper collation,
and for a steady increase in research efficiency.
The research should be conducted along the following principles. Every
scientific researcher working directly on various elements of scientific re-
search keeps a memorandum notebook. This is the basic document of all the
work. It is s notebook with numbered pages in which the researcher notes, with
a carbon copy, the weights, measurements, observations, and all pertinent cal-
culations.
The memorandum notebook is issued by the director of the plant or labora-
tory in exchange for a receipt and after an appropriate entry in the records.
An entry in the notebook includes the date, hour, and symbol for the job or
number of the sample. The notebook and carbon copies of the entries are con-
fidential documents. At the end of each day, the carbon copies of the notebook
are given to the director of the laboratory for filing.
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Every researcher maintains a project recor$j In:vhJcjt alatnodic&! tracts
from the __cebook summarize the dtily reFults. The project record is used in
delculating the man-hour input for various types of vork, and provides statis-
tical material for comparison 'pith future stamddkie of efficiency.
The researcher keeps a record of all his work in the project record regard-
less of whether it includes a numerical result or whether it involves research.
The record must include time spent on collection of literature, shop layout, in-
stallation of equipment, design of the experiment, blueprints of original equip-
ment, and workshop consultations. The researcher also keeps a record of the
time spent on all other work assignra by his superior. When entering numerical
results in the project record, refe-ante is made to the page number of the
original entry in the notebook.
The manager of the plant or laboratory verifies regularly, at least once
a week, the project record of the researcher ani signs it. The project record
is a confidential document.
The following is a typical heading for the project rec:.rd:
Entry Symbol of Brief Description Results Page Reference Length of
Number Date Project of Activity _ Achieved in liotebook Time Worked
On the bas?- of pro,'ect records, the manager of the plant or laboratory
prepares for t..e planning or accounting section a periodic coli_,ed report on
the time spent by researchers on actual research pork, on organizational or ad-
ministrative proi;lems, or on other duties required. The preparation of such a
report does not entail much work, but the data obtained will be very valuable
analytical mater5el, reflecting the efficiency of the organization and the
feasibility of employing scientific researchers. These data can be a valuable
element in the calculation of costs for various projects.
The chief engineer for the project maintains the "Journal of Research Work,"
which consists of methodical entries in chronological order of results obtained,
with page references to the respective notebooks. This provides a ready insight
into the progress of the work and constitutes the basis for the Gantt chart men-
tioned previously. The "Journal of Research Work" makes it possible to collate
results quickly and accurately and present them in the form of a work progress
report.
The manager of the plant or the scientific research director of the in-
stitute keeps a record of his recommendations in the journal.
The following is a suggested heading for the "Journal of Research Work":
Short Description
Entry Date of of Work and Page References Recommendations of
Number Entry Results obtained to Notebook Superior Officer
The organizational c:easures proposed here do not seem to involve "red taps"
nor do they overburden the scientific researcher with useless paper work. The
system would insure the realization of the goals presented in the introduction
with a minimum of time and work.
While this article does not completely exhaust the subject, it is an at-
tempt to standardize the organizational work in institutes, and preclude in-
dividual discretion and its harmful consequences.
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