SURVEY OF THE PRINTING SERVICES DIVISION(Sanitized)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R002100180012-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 13
• Document Creation Date: December 14, 2016
• Document Release Date: November 8, 2002
• Sequence Number: 12
• Publication Date: October 14, 1968
• Content Type: MF

Approved For Release 2003K~1/.a9E1~1F~RDP84-00780fZ002100180012-9,
DI3/S G8-5129
~ 4 OCT 196P
MEMORAl~1L~JA+i FC?R; Director of Laglsttce
SUBJECT Silrve 'r of the Prin~ i- Services Division by
1. I have read with grefat interest apart of his
survey of the Pxinting Services Division an your commeYtt~ on the points
raised in the course of ~e curve . First, I would like y+~u to pass along
my complime~rts to his immediate staff and to all the
employees of PSD far a praise of manag+ement- the em loyees
per#?ruisace e,~nd the prfnting product as noted the
survey. It is trulg a compliment which an s e.esociates car_
accept with considerable grids,
Z. I have noted your comments on the survey and your plans in
regard to each of the points raised, particularly in the equipment updating
agd replacement field, In regard to paragraph 12 pertaining to construction
of a warehouse for t'he storage of necessary supplies, I sgree that this is
not the appropriate time to propose this type of construction in view of
bu~3get limitations and the Pre,~idential hold-down on such construction, I
would suggest,. however, that you draw up some pleas axed cost estimates
for this purpose and icK's record them in the budget so that this project
caa be given early consideration with the removal of the construction ban
and the availability of Bands.
~!~N~D R.1 ~~n~er~an
R, L, ~ermau~
Deputy Director
for Support
1~-tt: Undtd Memo for I~DIS fr D/'L,
same subj. w/alts --DD/S 68-4854
DD/S:RLB:maq (].4 Oct 68)
Distribution:
Orig & ~. - Adse w/O DD/S 68 -4854
~~ - DD/S Subject w/ccy DD/S 68 -4854
J. - DD/S Chrono
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TAB
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September 4, 1968
Director of Logistics
Washington, D.C.
This is an informal report involving your Printing Services
Division plants and dealing with management policy, the
physical aspects of the various plants, the production of
the plants both as to efficiency and quality, a few comments
about personnel, and certain suggestions which are obvious
and which would improve production.
The management policy seems to me to be excellent. In
you have a fine administrative officer. His
training has not been in printing, but he has grasped most
readily the essentials of the graphic arts. In formulating
a policy for the management of the plants, he has combined
a knowledge of the requirements of the customer within the
practical scope of what can be done with printing machinery.
He has an organization, beginning with his deputy, which
is highly skilled in the preparation and production of
printed and photographic material, but is still able to
think not alone in terms of printing but in the rigid
requirements of the customer. It is easy for the top man
to formulate a policy, but far more difficult to have that
policy implemented by his organization and this, in my
opinion, has done.
I have been through hundreds of printing plants in this
country, and have observed the reactions of craftsmen, of
foremen, of the apprentices to plant visits and inspections.
In some, there is evidence of hostility, in others indifference,
and in others an air of friendliness. The morale of the
Printing Services Division plants seemed to me to be very
high, and the personnel seemed pleased with the work they
were doing, and showed an interested and confident attitude
in talking to their supervisors about their work and their
problems. This gives a high mark to the management policy
in respect to labor relations and can't help but result in
improved production.
The machinery needed to fulfill the customer's requirements
is certainly sufficient at the present time, but each month
and each year there are better machines, and the present
plants .:tend toward obsolescence. Management is well aware
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'Director of Logistics September 4, 1968
of the explosive trends in the industry toward the automation
and computerization of many phases of printing. At the
present time, forward steps are being taken in the composing
room and in the offset photography department to switch
from hot metal to cold composition. Certain problems will
be solved with the addition of another Monophoto, with the
"in plant" control of the conversion of paper tape to
computer magnetic tape, the conversion of selectric
typewriter tape to computer magnetic tape, and with the
addition of the 713/20 Photon, and eventually the 713/70
Photon.
The composing room offers the greatest opportunity to
advance technologically, and yet there is still a hesitancy
to cut the traditional cord of the hot metal typecasting
machines. They have produced well over the years, they
are reliable, your personnel are experienced in their use,
and there is a reluctance found everywhere in the graphic arts
industry to convert to cold composition by 100%. Now you
have five line casting hot metal machines, and the goal of
management is to cut down to one or two, and perhaps
eventually none. At the present time, you are running two
systems, one for hot metal and one for cold. When the
customer is able to deliver manuscript in acceptable form
for cold composition, it will certainly be possible to
regard the linotype as stand-by equipment. Parenthetically,
the head of your composing room is an old-time, experienced
hot-metal rnan who has made a remarkable transition to the
goal of computerized composition.
The Epic .System is working remarkably well and credit should
be given to the deputy, the foremen, and to the Systems Staff
for their perserverance and their determination to promote
the system. The Systems Staff have done a fine job, and
an imaginative one in developing projects such as
hyphen-less typography.
The efficient pressroom in the main plant is being improved
by the new Meh1e offset presses and otherwise is in need of
no special additions except those caused by the wear and
tear of constant production. The bindery production will
be helped by three mare pockets on the Macey signature
collator, but otherwise the equipment seems to be sufficient
for its tasks. There is a problem, probably bearing
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-Director of Logistics September 4, 1968
primarily with personnel, in the distribution center which
comes under bindery supervision, and management is well
aware of it, and is taking corrective measures.
There is, undoubtedly, a need for a new Monotype or
Robertson overhead camera of a 30x40 size to replace the
present Klimpse. Also, it seems obvious that an immediate
requirement would be a new 35mm Microfilm processor to
replace the present one which requires constant repairs,
and also to insure stand-by equipment for the customer's
extremely important jobs.
In discussing specifics with the individual foremen, both
in the main plant and the special plants, inquiry was
made as to whether personnel could be eliminated by the
purchase of any sort of new equipment. It was generally
stated, and it is my belief, that considering the present
workload, no personnel could be eliminated; but that
certain new equipment, some of which is on order, will
increase productive capacity. My other question was the
availability of stand-by equipment in the event of normal
power failures and up to real disasters, and I am convinced
that management has an excellent stand-by program.
The training program was discussed and it is impressive
and should create future craftsmen, foremen, and executives
for the Division.
Probably the most important educational job to be done,
however, is with the customer. He would receive better
service, .finer quality and a greater diversity of product
if he furnished his manuscripts in the fashion best suited
to the mechanical requirements of the plant. This should
create no great inconvenience for the customer and would
react to his advantage in every respect. I cannot stress
too highly my feeling that the highest possible authority
direct coordination between the source of the manuscript
and its production in the plant itself.
There are some obvious improvements which could be made,
and none of these are original with me. Management
recognizes them.
1. The air conditioning system in the main
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"Director of Logistics September 4, 1968
plant is far from satisfactory from a
humidifying viewpoint. It is not easy to
control, it is inadequate and causes
production delays and a subsequent loss of
quality.
2. The practice of storing paper some 20 miles
away in a non-air conditioned warehouse
makes for difficulty in scheduling and in
quality control. Ideally, the warehouse
should be adjacent to the press room and
subject to the same humidity. This would
increase production and insure better quality.
The program established for replacement of machinery seems
to be inadequate in its aggregate amount of yearly replacement.
Your machinery is run over a greater number of hours per
month than that in most commercial plants, and is, therefore,
subject to a faster actual depreciation. It would be my
opinion that far every $1,000,000 of plant equipment,
$200,000 be allocated yearly for replacement, and I believe
that your present replacement program is something less
than that.
There are several general observations which might be useful.
My background has been allied with our national printing
organization, Printing Industries of America. We have
always contended that private industry could handle almost
any governmental agency printing. However, in the case
of Printing Services Division, I state, unequivocably, my
opinion that private industry could not do as good a job,
or produce the work as efficiently or even at your
probable cost. You have a fine, well-rounded operation
and are producing a quality on your fine printing which
would be the envy of many a firm in the commercial industry.
And, of course, the nature of the customer's work would
require a mammoth job of security clearance if the
commercial industry was to be involved.
Also, although it may be a gratuitous observation, I feel
that in efficiency G?d quality, the product of the
Printing Services Division far exceeds that of the
Government Printing Office.
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Director of Logistics
September 4, 1968
I would like to express my appreciation of the many
courtesies extended to me by and, in
fact, everyone with whom 2 had any contact.
Very truly yours,
STAT
STAT
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of hll> ge a necessary to the success of the program. Actually, we
ff
ted and untenable difficulties in this area, and l sug-
ration at the working level as long as satin -
s in all three of our
. Particularly Luring the wizftr mouths, it
?temperaturt conditions which permit most effI-
is a recognized d40,en .y in the now Printing Services
nneral Services Administration has a project underway to design
We certainly concur in the stated need for temperature-
trol ed storage space as a part of the new Printing Services Building and
for the modification of the building to provide for such space in our
earliest opportunity.
.
at LAVIVY ;pound. such a facility
inting Services Division,, but also of our
that the time is not now prop!1 .zs to seek
o erect such a structure, we have held off positive action to pur -
it only In li
mendation to construct a 25X1
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