A STUDY OF PRINTING AND PHOTOGRAPHY DIVISION MAINTENANCE PROGRAMS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP12-00036R000100100001-9
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 54
• Document Creation Date: December 27, 2016
• Document Release Date: August 7, 2013
• Sequence Number: 1
• Publication Date: August 1, 1979
• Content Type: REPORT

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STAT
,
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A
Study of
Printing and Photography Division
Maintenance Programs
August 1979
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1
TABLE OF CONTENTS
PURPOSE i i i
DIVISION INTERNAL MAINTENANCE (PART I) 1
CONTRACT MAINTENANCE (PART II) 14
LIMITATIONS IN GSA SUPPORT' (PART III) 20
RECOMMENDATIONS FOR PART I 30
RECOMMENDATIONS FOR PART II 34
RECOMMENDATIONS FOR PART III 37
ATTACHMENT A (DATA COLLECTION FORM) 41
ATTACHMENT B (OVERVIEW, GOVERNMENT PRINTING OFFICE
MAINTENANCE PROGRAM) 42
ATTACHMENT C (SUGGESTED DATA INPUT FORMAT) 45
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A Study of Printing and Photography Division
Maintenance Programs
Purpose
The purpose of this study is to present an updated
overview of equipment and facilities maintenance, as
currently experienced within Printing and Photography
Division (P&PD) environs. The study will address four
aspects of maintenance: Part I will examine internal
maintenance, as performed by the Maintenance Staff and
Division personnel; Part II looks at equipment preventive
and repair maintenance services, as provided by contractors;
Part III addresses aspects of GSA facilities maintenance
and limitations. Recommendations for change or alternative
suggestions will be found in the final section of the
study, Part IV. The study will not attempt to relate
the complex history of maintenance within the Division
except where specifically relevant. Quite obviously, it
has been an evolutionary program, in terms of personalities,
direction, relative success and, in particular, the
acquisition of increasingly more sophisticated equipment.
It suffices to say that, in all probability, equipment
maintenance has always been less than ideal (understaffed,
underaccomplished) but the fact remains that, overall,
the Division has continued to fulfill its mission very
successfully over the years, regardless of real or imagined
shortcomings in maintenance performance. Remarkably few
people have done an 'exceptional job in maintaining
Division production, relative to building and equipment
maintenance.
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PART I
DIVISION INTERNAL MAINTENANCE
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Part I - Division Internal Maintenance
A. Establishing the Data Base
After planning ways and means of gathering significant
information with which to accomplish this study, fact finding
began on 1 February by requesting the Maintenance Staff to
document their daily activities in some detail, for a three
month period (61 working days). In addition, Branch and Staff
Chiefs were tasked to gather specific data on contractor's
maintenance performance during the same time frame. (Samples
of the two data Collection forms constitute Attachment A.)
Upon completion of the three month data collection, summary
statistics were developed and will be presented in company
with associated narrative.
Table Number One provides basic statistics as compiled
from input data gathered during the 61 day test period.
It should be noted that, throughout this study, the use
of the word "task" is more synonymous with "report" than
with the implication of a single, totally complete accomplish-
ment. A task represents the preparation of a single report and,
over the test period, there were numerous occasions when the
same job was reported on, during its period of accomplishment
(spanning several days), by a number of task (or report)
submissions. The amount of hours reported was reduced to
the nearest tenth of an hour after they were originally
reported in minutes. The 61 work day period provided the
possibility of reporting on 1952 work hours. (Overtime,
reported during this period, was of no consequence.) During
this period 231.5 hours of the total were accounted for as
annual, sick or administrative leave. Approximately 215 hours
were unaccounted for When input data was summarized, leaving
a balance 1469.3 hours (75.3 percent of total possible time)
upon which to evaluate Maintenance Staff activities. It
is believed that this percent of data input provides an
adequate cross-section of their daily work.
Table One is divided in two categories: physical
services performed by the Maintenance Staff within com-
ponent locations and administrative activities (usually
spare parts acquisition) performed by the Staff, for
individual components, within the Staff's shop. Table
One provides general insight as to how the Staff's time
was spent, in terms of distribution of effort throughout
the Division.
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Table One
Basic Summary of 61 Day Test Period
Services
In Component
Maintenance
Administrative
Hours
Tasks
Hours
Tasks
Offset Photo
50.3
47
1.5
2
Composing 01P11
79.2
49
9.9
10
Composing (EEDCS)
78.8
30
1.2
2
Plate Room
58
27
3.8
5
Press Branch
126.4
80
14.8
18
Bindery Branch
102.4
46
4.8
5
SPP
175.2
106
7.6
8
Photography Branch
362.5
226
33.1
33
Miscellaneous
26.9
22
GSA
65.8
55
Maintenance Shop*
31.7
23
235.4
196
TOTAL
1157.2
711
312.1
279
TOTAL HOURS: 1469.3
TOTAL TASKS: 990
AVERAGE TIME PER TASK IN COMPONENT: 1.6
AVERAGE TIME PER TASK, MAINTENANCE ADMINISTRATIVE: 1.1
* Further delineated and discussed in Table Five.
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While the balance of Part I examines details of this
work distribution, it should be noted that the Photography
Branch (PB) consumed more than 26 percent of the Staff's
reported hours and ,tasks which translates to the use of a
full man-year in internal maintenance support requirements.
PB is also a large user of external service contracts and,
additionally, performs a significant quantity of equipment
maintenance using its own personnel resources. With the CMR
identifying PB as having more than 1.64 million dollars worth
of equipment, their maintenance requirements are extensive -
and quite possibly worth the attention of a full-time mainte-
ance position. Beyond the recorded work of the Maintenance
Staff in PB there is an example of an unaccomplished task here
which may exist in other forms, in other components. In
November 1978, PB took delivery of more than $14,000 worth
of remote sensing equipment which requires installation by
the Maintenance Staff. The Digitec System was acquired
in the interests of improving quality control and reducing
labor and materials waste. This equipment is, of this
writing, still in its packing cases. The expenditure of
considerable labor and knowledge is required; it apparently
has not been available to date.
As former'C/PB, I can attest to the fact that the practice
of more equipment maintenance in this Branch would pay dividends
and curtail time lost to failed hardware. When equipment
fails time is lost to both the failure and the awaiting of
an available Maintenance Staffer.
B. Distribution of Services
Table Two provides a detailed delineation of hours and
tasks spent by the Maintenance Staff within component loca-
tions. The reporting forms which provided the input and basis
for this table are considerably more definitive in describing
the work accomplished; Table Two serves to consolidate these
inputs into eight categories which are, for the most part,
self-explanatory. (The last category, "adjust/check", is
somewhat general in nature. As the names implies, some equip-
ment was returned to an operational state by observing, adjust-
ing, testing and operating. No electro/mechanical repairs were
required. In other cases, the production employee did not under-
stand the equipment's operation well enough to achieve a success-
full startup. The term "troubleshoot" was often used on the re-
porting form and this implied, in some instances, the necessity
of studying an unfamiliar item before corrective action could
be taken.)
Hours/tasks performed within the Maintenance Shop and for
GSA have been omitted from Table Two as they are addressed else-
where in the Study. Under the column identified as "component",
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Preventive
Maintenance
Component Hours Tasks
Offset
Photography
Composing
(MPP)
Composing
(LTECS)
Plate
Room 1 1
Press
Branch 1 1
Bindery
Branch 14.3 2
SPP 21 6
Electrical
Repairs
Hours Tasks
26.7 21
9.4 8
9 5
1.3 2
23.9 18
5 5
20 12
Table TWO
Maintenance Services Performed in Component Locations
Mechanical
Repairs
Hours Tasks
9 10
17.8 14
12.4 7
9.7 9
52.5 37
32 22
88.8 57
Plumbing
Repairs
Hours Tasks
9 8
.5 1
4 2
.5 1
Photography
Branch 71.6 53 135.9 72 52.9 42
I, 'Lis cellaneous 6.3 5 5.5 7
TOTAL 37.3 10 173.2 129 363.6 235 66.9 54 59.2 31 48.9 18 189.6 64
Time Per Task 3.7 1.3 1.5 1.2 1.9 2.7 3
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Equipment
Removal/
Relocation
Hours Tasks
1.5 2
9.7 5
.6 1
13.5 3
7 1
2 2
1.9 3
13.6 6
9.4 8
Equipment
Installation
Hours Tasks
1.3 2
12 5
20.3 5
.8 1
14.5 5
Parts
Fabrication
Hours Tasks
2.5 3
26.3 9
43.9 10
6.8 3
25.7 11
48 13
1.5 1
32.1 13
2.8 1
Adjust/
Check
Hours Tasks
14.3 10
1 2
1.5 2
15.8 11
1.1 2
41.3 26
41.9 35
3 1
119.9 89
1.3
Total
Hours Tasks
48.7 44
79.3 49
78.9 30
58.1 27
126.4 80
Percent of
Hours in
Component
4.6%
7.5%
'7.5%
5.5%
11.9%
102.4 46 9.7%
175.3 106 16.6%
362.5 226 34.1%
27 22 2.6%
1058.6 630
1.7
Average
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appears the word "Miscellaneous". This covers total services
(27 hours, 22 tasks) provided for PPG, Badge Office, DDS&T,
OGCR, G&VAS and senior P&PD management. As less than 1.9% of
the Maintenance Staff's effort, this stat is treated as a good-
will effort rather than one requiring immediate corrective
action. Roughly half of the tasks were performed for the two
identified P&PD elements.
Again, the Photography Branch appears as the major user
of time. Some time will subsequently be saved, under the
SPP heading, as a result of consolidation. The time per
task average, 1.7 hours, may become useful in future programming
or time allocation projections of staffing requirements. Most
? significant of all data in this table is the minimum expenditure
of time identified with preventive maintenance. This problem
is discussed in some detail subsequently.
Table Three examines the expenditure of hours and tasks
among components, by specific Maintenance personnel. It appears
that the workhours were relatively evenly distributed; tasks
were less evenly divided but there is a direct correlation
between the time per task and percentage of tasks performed.
The accuracy and attention to details of preparing reporting
forms has an effect upon these statistics. Again, the
Maintenace Staff did not report upon 24.7 percent of their work
time on board. Table Four, a breakdown of who performed
what type of work, is companion to Table Three.
Examination of the data in Table Four does not produce
any surprises, in terms of distributing types of work among
Maintenance Staff personnel. As would be expected, mechanical
repairs consume more time than other categories (excepting
Maintenance Administration, as discussed later). Electrical,
mechanical, plumbing repairs and parts fabrication represent
employee skills; the percentage figure in parenthesis, under
the hours used by each employee, represent their respective
portion of the total expended for that category (skill). While
L.D. appears to perform more electrical repairs than others,
D.K. leads in mechanical repairs, L.D. leads in plumbing
repairs and J.M. appears to spend more time in fabricating
parts than others, there is no defintive pattern of employee
skill specialization; the sampling may be too small to
make specific assumptions. ? While each Staffer may indeed have
his speciality, the total workload seems reasonably well
distributed. The most apparent fact established in this
table is the minimal amount of time allocated to preventive
maintenance.
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Table Three
Distribution of Maintenance Personnel Services, by Components
(IncliwiPs Within Component Services and Associated
Administrative Time/Tasks)
Component
L.D
D.K.
D.S.
J.M.
.
Hours Tasks
Hours
Tasks
Hours Tasks
Hours Tasks
Offset Photography
31.6
29
4
5
9
8
7.3
7
Camposing (MPP)
23.5
13
27.9
22
9.1
8
28.6
16
Composing (Enars)
8.1
5
8.4
7
29.8
10
33.8
10
Plate Roam
12
13
14.1
6
28.3
9
7.5
4
Press Branch
4.3
8
32.9
20
88.3
54
15.7
16
Bindery Branch
-
-
28.4
16
47
22
31.8
s13
SPP
105.3
74
22
10
24
13
30.5
17
Photography Branch 124;8
107
182.7
98
60.6
34
27.5
20
Miscellaneous
12.4
6
10.5
11
2.5
3
1.5
2
GSA
3.1
4
23.8
22
9.8
9
29.3
20
Maintenance Shop*
79.2
103
64.3
51
8.9
14
114.9
50
TOTAL
404.3
362
419
268
317.3
184
328.4
176
Time Per Task in Hrs.
1.1
1.6
1.7
1.7
Percent of 1469 Hr.
27.5
28.5
21.6
22.4
Percent of 990 Tasks
36.6
27
18.6
17.8
See Table Five
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Table Four
Distribution of Maintenance Personnel
Services, by Type of Work
L.D.
D.K.
D.S.
TOTAL
Hours
Tasks
Hours
Tasks
Hours
Tasks
Hours
Tasks
Hours
Tasks
Preventive Maintenance
22
8
8.3
2
7
1
37.3
11
Electrical Repairs
74.1
61
34.5
30
52
33
19.3
12
179.9
136
(41.2%)
(19.2%)
(28.9%)
(10.7%)
Mechanical Repairs
95.7
89
147.4
73
93.7
58
38.8
24
375.6
244
(25.5%)
(39.2%)
(25%)
(10.3%)
Plumbing Repairs
31.5
24
18.2
15
11.5
9
5.7
6
66.9
54
(47.1%)
(27.2%)
(17.2%)
(8.5%)
Equipment Removal/
14.8
9
9.1
9
18.8
5
16.5
9
59.2
32
Relocation
Equipment Installation
5.8
4
16.3
5
23.5
5
3.3
4
48.9
18
Parts Fabrication
19.8
11
41.9
15
58.6
23
82.5
21
,202.8
70
Equipment Adjust/Check
49.3
34
38.9
32
25.6
19
7.8
7
121.6
92
Maintenance Admin.*
91.3
122
104.4
87
26.6
31
154.5
93
376.8
333
TOTAL
404.3
362
419
268
317.3
184
328.4
176
1469
990
See Table Five
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C. Activities Within the Maintenance Shop
Some 219 reports and 267 hours were identified with duties
performed within the Maintenance Shop itself. More than 18
percent of the total reported time was devoted to these duties,
which are identified and defined in Table Five. The shop contains
about 75 items of electrical and mechanical test and parts
fabrication equipment which support repairs throughout the
Division - all or part of which requires periodic maintenance.
The shop is also headquarters for parts identification,
acquisition and storage; spare or replacement parts manage-
ment requires the time and attention of all Staff personnel.
As with others working in a technical world, these personnel
require occassional training, especially when working
in an environment of rapidly changing technology. Training
in this context, can mean both self training and the instruct-
ing of other personnel who use the equipment. Maintenance
Staff formal training appears to have been very limited, dating
back to 1970. Since that time four people have attended eight
maintenance related courses, of which five are directly appli-
cable, to four of more than 600 P&PD equipment items. Ten one-day
equipment or engineering expositions were attended, several
correspondence courses completed and only three OTR courses
were attended, of which .one was not job related.
The inference here is that repair efficiency would
improve if time were allocated to acquiring maintenance
training by the manufacturer, on a greater variety of P&PD
equipment. In addition, OTR does offer supervisory and
management courses which, in turn, might effect improved
time and materials management. Surely there must be organ-
izations and associations in the field of maintenance, to.
which membership and attendance would be beneficial.
Table Five also indicates the use of 30 hours for
"running errands". Unless a maintenance specialist is re-
quired on the vendor's premises to inspect parts or supplies,
errands should be performed by those personnel earning consider-
ably less than an average of $13.26 per hour.
D. Repair and Preventive Maintenance
So as to establish an appreciation for the size and
magnitude of P&PD's maintenance program, the Division's
CMR was evaluated on a page-by-page, line-by-line item
basis. In evaluating this CMR, it was recognized that:
1) some equipment line items have since been PTI'd;
2) other items are maintained via contract; 3) there
are a number of CMR listings which are not, in all prob-
ability, repairable through inhouse facilities. (If in-
operable, these items would be "farmed out" for repairs
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Table Five
In House Maintenance Tasks
L.D.
D.K.
D.S.
J.M.
TOTAL
Hours
Tasks
Hours
Tasks
Hours
Tasks
Hours
Tasks
Hours
Tasks
Electrical Repairs 1/
4.3
5
2
2
.3
1
6.6
8
Mechanical Repairs 1/
6.6
4
5.4
5
12
9
Parts Fabrication 2/
5.5
4
1.6
1
6
1
13.1
6
Training 3/
9
6
.5
1
44
11
53.5
18
Shop Maintenance 4/
3.3
5
7.7
5
1
1
.8
2
12.8
13
Admin/Clerical 5/
40.5
66
14.9
9
1
1
59.5
27
115.9
103
Attend Meetings 6/
7
13
7.7
13
4.3
9
4.3
8
23.3
43
Errands 7/
_
17.5
11
12
7
.5
1
30
19
TOTAL
79.2
104
64.2
51
8.9
14
114.9
50
267.2*
219**
Average Time/Task
.8
1 . 3
.6
2.3
1.2
% of 1469 hours: 18.2%
** % of 990 tasks: 22.1%
Footnotes/definitions:
1/ Electrical and mechanical repairs are defined as repairs required of and performed on Maintenance Shop equipment.
2/ Parts fabrication represent parts made for the shop but also include some parts made for other P&PD
Components.
3/ Training includes time allocated to "required reading" and personal instruction on administrative guidance.
J.M. took an OTR training course, requiring 30 hours.
4/ Shop maintenance includes time spent in shop cleaning, parts inventory and warehousing, other housekeeping
chores.
5/ Admin/Clerical includes answering the phones, preparing and coordinating parts orders, preparing weekly
activity reports, writing FRs and other assorted office type duties.
6/ Time devoted to attending meetings represents mostly staff meetings. There were several instances of
meetings devoted to planning for a new project.
7/ Errand time was spent in physically acquiring spare parts and needed supplies throughout the D.C. area,
delivering these parts to the use site.
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or simply replaced.) In addition, it is quite obvious
that the CMR does not identify all P&PD repairable items
since it is limited to listing equipment valued in excess
of $200 and items of personal appeal nature.
Nonetheless, the CMR does form a reference framework
for equipment items requiring both internal repair and pre-
ventive maintenance. In a somewhat arbitrary manner, each
applicable equipment line item was designated as repairable
only.or repairable and eligible for preventive maintenance.
In simplest terms 616 line items were identified as internally
repairable; in addition, 175 of these items require some form
of preventive maintenance. These 616 items have a CMR listed
dollar value of $2,961,111. Table Six provides a listing of
component equipment maintenance requirements plus the total
dollar,values, of all their holdings, as derived from the CMR.
The logistics of Table Six, by adding PM tasks to repair
tasks, suggest that four maintenance personnel have responsibility
or relationship for approximately 195 equipment items per person.
This figure is tempered by those equipment items rarely needing
repair and equipment that is repaired by component personnel.
Nonetheless, based upon relevant averages determined in
Table Two and theoretical estimates of annual PM and re-
pair requirements, it is quite conceivable that five work-
years can maintain P&PD equipment items more adequately
than is accomplished today with four personnel. Since the
Maintenance Staff is already in search of an apprentice and
the need has been identified for multiple shift coverage,
five personnel, working under a structured form of time and
task management, should be able to increase their support,
particularly in servicing maintenance requirements.
At this juncture it may be of value to speak specifically
of preventive maintenance (PM). As the words imply, this form
of maintenance is required or accomplished so as to substantially
reduce repair maintenance and its attendant unscheduled downtime.
It should be applied to critical, often one-of-a kind equipment
items containing a large number of moving parts that require lu-
brication, adjustment, cleaning or-.11ort life parts replacement.
PM may be accomplished by equipment operators and/or maintenance
personnel, depending upon the complexity of tasks involved. In
theory (and within reason) the more PM performed, the less the
need for interruptive repair maintenance. In identifying 175
line items in the CMR that require PM, the figure is considered
conservative - and illusive. Ideally, many more items could be
PM'ed; realistically, the actual quantity (and quality) of
PM work is difficult to estimate. It is known, for example,
that continuous film and paper processors refuse to operate
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Table Six
Distribution of Equipment requiring Internal Repair and
Preventive Maintenance, by Component (Through CMR 1/ Analysis)
Equipment Items
Requiring Repair
Equipment Items
Requiring Repair
and Preventive
CMR Dollar
Value Summary
Component Mhintenance
Maintenance
(All Items)
Systems Staff
3
8,608.00
Special Printing
Plant 2/
27
14
335,346.00
Offset Photo
Branch
39
7
266,765.00
Photography
Branch
356
66
1,638,809.00
Supply and Services
Staff
62
6
425,404.00
Press Branch
32
21
565,419.00
Composing Branch
27
6
1,348,244.00
Bindery Branch
. 53
51
. 374,053.00
Graphics and
Visual Aids Staff
17
29,262.00
TOTAL
616
175
4,991,910.00
1/ CMR dated August, 1978; equipment since added, PTI'd
2/ SPP equipment integrated with Press, Offset, Bindery, 1 July 1979;
several equipment items PTI'd.
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successfully without frequent PM. On the otherhand, photographic
rollhead printers receive only the most cursory PM by their
operators and continue to function until they fail, even
though a periodic professional PM may have prevented or curtailed
repair maintenance. These examples are typical of many other
items of production equipment.* The bottom line is that, with
limited personnel resources, timely, formal comprehensive PM
is not performed on all equipment within the Division that is
deserving of such care; the practiced philosophy of "fix
it when and if it breaks" has been relatively effective when
examined as a general course of action. Nonetheless, the
development of a more aggressive and positive division-wide
Pm program will improve responsiveness and product consistancy
while reducing waste in time and materials.
E. Staffing for Equipment Maintenance
The 61 day delineation of tasks performed by the
Maintenance Staff, upon analysis, reveals that this four
man work force performed a wide variety of services for an
even wider variety of requestors. The sometimes deprecative
appelation of jack-of-all trades is, in this case, most com-
plimentary; the Division, simply put, would be in an assorted
quantity of difficulties without their responsiveness
in exercising their skills and knowledge. The possibility
(always) exists that the P&P Building would be untenable
without their talents.
As is known, maintenance accomplishment is not limited
to four specialists. Each Division component has personnel
who are qualified, over a broad spectrum of skills levels,
to perform repair and preventive maintenance. In some
instances, these people are more knowledgeable and capable
in performing repairs on selected equipment items than are
members of the maintenance crew. In this context, the
Maintenance Staff personnel are generalists, within the
maintenance speciality and the Division maintenance work-
load is effectively supplemented, complemented and, in
essence, more or less accomplished by a combination of staff
generalists, and branch specialists. Unfortunately, Branch
production can suffer when Branch personnel turn their efforts
to equipment repair - but this move is, upon many occasions,
the most expedient method of getting the machine repaired or
PM'ed and returned to the production sequence. Unless there is
a radical turn in Maintenance Staff personnel allocation, the
Most equipment manufacturers, especially those who sell the
more expensive and complex gear, provide recommended equip-
ment check lists and PM schedules, based upon time and/or
machine cycles. The PM requirements for each device are
not difficult to identify and implement.
12
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_...tuaziLiim+a-m-Prrrv-c IIN I cmiNiAL us,L VINL I
use of component repair talent will probably be continued and
should be improved.
The consolidation of SPP and MPP both simplifies and com-
plicates maintenance. Under consolidation, fewer equipment
items are required, there is less lost time in reaching in-
operable machines and more knowledgeable repair personnel are
available in the same plant. On the otherhand, equipment is
used more extensively over a full three shift, seven day schedule
and the pressures for improved throughput will increase. The
need for more full-time, qualified maintenance personnel who
can adequately cover an expanded workweek is essential.
Finally, in rounding out this portion of the study, the
Government Printing Office was queried as to the ways and
means of maintenance within their facility. The details of
these findings may be reviewed 1in Attachment B. In sum,
GPO's maintenance program is much broader in scope, larger
in staffing and facilities, better organized in operating
procedures and virtually free of GSA encumbrances.
Their personnel recuiting and pay scale systems are currently
undergoing change.
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I.
I.
PART II
CONTRACT MAINTENANCE
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Part II Contract Maintenance
A. Maintenance Contracts in Effect
- Contract maintenance information was derived from two
primary sources: the maintenance contracts currently in
effect in P&PD and the Contract Maintenance Service Reports
turned in by the branches during the course of this study.
Table Seven identifies 17 maintenance contracts in effect
with P&PD. An additional 11 repair contracts are used mostly
for parts purchases but also serve as back-up maintenance
service contracts that may be called in when necessary.
These 17 maintenance contracts cover 146 separate pieces ot
equipment. The FY-80 budgeted amount for these contracts is
$455,264, whereas FY-79 has, budgeted $409,318 for similar
coverage. The difference between the $409,318 budgeted for
FY-79 and the $358,019 obligated through July is that final
quarter obligations are' not yet available. Also, where
budgeted amounts will obviously exceed obligations, contracts
are deobligated in the final quarter of the fiscal year and
funds will be allocated to other contracts where needed.
Table Seven also identifies the equipment covered and type of
service (on call or scheduled) together with response times.
The Parts and Repair Contracts portion of Table Seven
is not directed to specific pieces of equipment (except for
the Washington Printing contact for Davidson press support,
and the GAF Ozalid contract) but identifies contracts used
for parts acquisition. These contracts are also relied
upon for back-up service and repair personnel when the
P&PD workload exceeds that which the Maintenance Staff can
reasonably cover. The Parts and Repair contracts listed
in the table have a total budgeted amount of $28,500 for
FY-80. Parts are usually picked up by Maintenance Staff
personnel when needed and service is usually available upon
the same or next day following a telcon request.
Table Eight shows the breakdown of contract support
by branch, the number of pieces of equipment covered and the
respective value of the contracts. As indicated in the
tables, most of the contract maintenance support is for
copier and computer-based equipment for which P&PD does not
have the staff, equipment, or facilities to support at
present.
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UJC UNLT
Table Seven
Summary of Maintenance Contracts for FY-79, FY-80
Page 1 of 2
A.
Maintenance and Service Contracts
FY 1980
Budgeted
Amount
FY 1979
Budgeted
Amount
FY 1979
Obligated
Through July
FY 1978
Obligated
Type of
Service/Response
Equipment
Branch
LOcatiOns
No. of
Units
1
A.B. Dick 1/
Press
0
Cancelled
5,200
3,758.00
4,269.00
Monthly P.M.
3 Presses
2
AM Bruning
Photo
2
7,000
6,100
4,575.00
3,456.00
Weekly P.M.
Diazo Duplicator
3
Atex Inc.
Camp
64
82,164 6/
53,000
6/
29,396.00
41,273.00
On Call
CPUs, VDTs, etc.
4
Autologic
Comp
2
40,000
37,000
27,675.00
31,253.00
On Call
APS - 4 & 5
5
Bell & Howell 1/
Photo
1
2,000
2,000
1,500.00
750.00
On Call
Envelope Stuffer
6
Compugraphic
G&VAS
1
1,000
800
580.00
462.00
Quarterly P.M.
Display Typesetter
7
ECRM
Comp
2
8,000
8,505
2,912.00
4,413.00
On Call
OCR Scanner
8
Itek
Press
2
4,000
3,500
2,430.00
900,00
On Call
Platemakers
9
Itek
G&VAS
1
500
400
171.00
1,200.00
On Call
Enlarging Artwork Originals
10
Kodak
Photo
1
5,000
5,000
671,00
2,798.00
On Call
Neg. analyzer (VCNA)
11
Kodak
Photo
2
500
500
365.00
2,460.00
Bi-yearly P.M.
Kodak color printer & Data
converter
12
Pako Service
Photo
3
1,000
800
373.00
3,800.00
On Call
Film processors
13
Savin Corp.
Agency
10
6,869 2/
6,480
6,480.00
- 3/
On Call
10 Agency owned copiers
14
Terminal Data
Corp.
Photo
1
7,620
7,620
5,715.00
5,750.00
Monthly
Documate II camera
15
Van-Tech
Comp
1
500
312
312.00
51.00
6 P.M. yearly
Verityper
16
Werres Co.
SS
5
5,000
4,102
3,077.00
3,662.00
Monthly P.M.
Supply & Services forklifts
17
Xerox Corp.
Agency
48
284,111 2/
268,029
268,029.00
72,005.00
4/
On Call
48 Agency owned copiers
Total
146
455,264
409,348
358,019.00
178,494.00
15
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f,.,46.444-E-17TERNAL USE ONLY
Table Seven
Summary of Maintenance Contracts for FY-79, FY-80
B. Parts and Repair Contracts
1
2
3
4
5
6
7
8
9
10
11
Page 2 of 2
Branch
Locations
NO. of
Units
FY 1980
Budgeted
Amount
FY 1979
Budgeted
Amount
FY 1979
Obligated
Through July
FY 1978
Obligated
Type of
Service/Response
Equipment
A. B. Dick 1/
Press
-
Cancelled
200
0
0
On Call
Duplicators
AM 1/
Press
-
500
300
0
57.00
On Call
Presses PTI'd
Bureau of Census
Maint
-
500
2,000
0
0
As Needed
Misc. design & fabricate 5/
Dominion
Maint
-
500
500
434.00
808.00
On Call
Electric supplies
GAF
Photo
1
500
200
0
0
On Call
Ozalid
Harrigan Roller
Press
-
8,000
7,000
5,269.00
5,902.00
On Call
Press rollers
Machinist Inc.
Press
-
10,000
8,000
3,574.00
8,000.00
On Call
Press parts & engineering
Refrigeration
Supply
Maint
-
1,000
300
233.00
825.00
On Call
Tools & refrigerant
Specialties Inc.
Maint
-
1,000
700
443.00
540.00
On Call
Parts, bearings, tools
Wash. Printing
Press
5
5,000
2,000
3,839.00
4,000.00
On Call
Davidson parts
W.W. Grainger
Press
-
1,500
900
723.00
1,424.00
On Call
Parts & bearings
Total
6
28,500
22,100
14,515.00
21,561.00
1/ Maintenance contracts cancelled for FY-80.
2/ Based on estimated 6 percent increase for copiers over FY-79 costs.
3/ NO Savin machines were owned in FY-78.
4/ Only 14 Xerox machines were Agency awned in FY-78.
5/ On contract for design and fabrication of parts which are beyond capabilities of P&PD Maintenance shop.
6/ The FY-80 ATEX contract was increased by $4,591. on 6 August 1979 to $86,655. At the same time the FY-79 contract was increased
to $61,600.
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Table Eight
Contract Coverage by Branch
Systems
Branch
Composing
Photo
Press
Supply
G&VAS
Staff
Contracts
4
6
2
1
2
2
Items
Covered
69
10
5
5
2
58
Total
Value
130,664
23,120
10,000
5,000
1,500
275,509
The greatest dollar value maintenance contract items are
P&PD owned copiers. This category is composed of 58
machines, 10 Savin (two model types) and 48 Xerox (6 model
types). The total FY-79 maintenance cost for this equipment
is $275,509 and projected FY-80 costs are $292,040. These
maintenance-costs include replacement-carts. P&PD does
not presently-have the trained personnel to support copier
maintenance, however, in view of the large dollar outlay
for copier.maintenance contracts .it would appear to be a
candidate area for possible P&PD Maintenance Staff support
if personnel could be acquired and trained.
The four contracts for support of Composing Branch
equipment are for the Autologic APS 4 and 5 Phototypesetters,
the Atex system equipment, the ECRM optical character readers
and a Van-type typewriter._ Similarly, the equipment under
maintenance:-, contract--in 'the Photography Branch (Kodak .data
converterand color printer, -TDC microfiche camera, Bruning
diazo duplicator and collator, the Bell and Howell envelope
stuffer and the Kodak-negative analyzer and data-compensator)
are all complex electrical devices that require service-by-
personnel--having highly specialized training on these
machines.* While the technical expertise_necessary- for in-
house support of these systems could conceivably be within
the capabilities of P&PD maintenance personnel (as is
done at GPO), the present staffing and T.O. ceiling has'not,
to date, permitted additional personnel and training necessary
to implement this type-of maintenance.-
* All Datagraphix COM equipment is rented; corrective and
preventive maintenance is accomplished under terms of
the rental contract.
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B. Results of Contract Maintenance Service Reports
During the course of this study 83 Contract Service reports
were turned in by the Branches. The component breakdown was:
Composing, 27; SPP, 26; Photography, 25; and G&VAS, 6. All
of the Composing contract calls were for support of the Atex
system except for two Autologic phototypesetters and one ECRM
scanner report. Twenty of the 26 SPP reports were for repairs
on their Xerox machines (10'for the 9200, 6 for the 7000, and_4
for the 9400). The remaining 6 SPP contract service calls were
all for the A.B. Dick 360 duplicators. In the Photography
Branch 23 of 25 maintenance calls were for micrographics
equipment: Datagraphix Auto-Com, 10; Datagraphix 4560 COM,
5; Documate II camera, 3; Quantor diazo duplicator, 3 and two
for the Bruning diazo duplicator. TWO calls requested service on
a Hope color film processor. The remaining 6 requests were
from Graphics and Visual Aids Staff, of which 5 were for the
color Xerox machine and one was for the Itek camera.
Contractor response times ran from 15 minutes to 7 days
(a contractor claimed to have lost a\service *request). Most
response times were within one to three hours with virtually
all requests answered on the same or next working day. Of -
the 83-Contract Service Reports collected, 19 were for
preventive maintenance and 64 were repair maintenance calls.
Only Datagraphix, Xerox, A.B.-Dick,- and Atex Versatex _
performed regular preventive maintenance (PM) as called for in
contracts. Bruning and ECRM did not perform scheduled PM but
included it in with the service calls. The most common causes
of maintenance requests were paper jams in the Xerox machines
and equipment failures due to complex electronic circuit
failures in composing and micrographics apparatus.
C. Forthcoming contracts
An additional_ maintenance contract will_ be established -
to support the MIS_system _now being installed in P&P -Building.-
RLG warranties the software for one year, after--which a
maintenance contract will_be developed for future support.-
The computer language portion of the software_(Unibase) is
covered by warranty for 5 years. The hardware portion of
the MIS system consists of 22 separate items, all of which will
be maintained by DEC through a shared contract no. GS-00C-01227
which covers all PDP 11/34 computer-systems in the Agency.
D. Conclusions
Overall, the maintenance contracts seem to be a
necessary method of assuring equipment operation in areas
where present Maintenance Staff capabilities and experience
cannot provide coverage. However, maintenance contracts may,
upon occasion, be considered as a rather poor solution to
providing this coverage because P&PD Maintenance Staff
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personnel have a lack of control over the contract main-
tenance performance. Overall the quality of maintenance
performed by all contractors is considered less than
desirable. Repairs are accomplished hurridly but usually
not thoroughly with the result that equipment frequently
soon fails because of the same problem that was not properly
repaired. When inexperienced or marginal repairmen perform
ineffective repairs (as occurred under the cancelled A.B. Dick
contract) the only course open to P&PD is to re-request that
the maintenance be performed and hope that another repairman
is sent. In some instances (such as with the ECRM contract)
the local repairman does not get support from his company, which
delays repairs being made. When service response times are
considered, valuable production time can be and is lost while
awaiting contract maintenance.
Inasmuch as the maintenance contracts to support
electronic and computer equipment total $150,000 ($130,000
Composing Branch and $20,000 Photography Branch), the
acquisition of these skills by the Maintenance Staff could
substantially offset these costs or allow the contract
coverage to be reduced, as is the practice within the
Government Printing Office. As referenced elsewhere in this
Study, the Maintenance Staff would require augmentation in
both personnel and skills.
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PART III
LIMITATIONS IN GSA SUPPORT
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Part III - Limitations in GSA Support
A. Major Problems
GSA services support for the Printing and Photography
Building invariably ranges from very slow for the most
critical problems to nonexistent for a number of normal
duties. Only the most urgent problems and projects of long-
standing were addressed by GSA during the reporting period
involved in this study. In this category were five major
problems:
1. Two of the three front doors of the P&P Building
had faulty hinges and were unusable for much of January
through April, presenting a safety problem that was not
corrected for four months. Failure to acquire replace-
ment parts in a timely manner was one cause of the delay.
2. During the weekend of 10 - 11 February, faulty
air handling equipment allowed the ambient air
temperature to drop below 320, causing the sprinker
system pipes to freeze and rupture in the front corridor
of P&P Building. This situation was allowed to develop
despite repeated calls to GSA by the FPO on duty in the
building. Building damage was not severe, but a number
of workhours were lost by P&PD personnel in reacting
rapidly to a series of leaks. Delays in replacing
damaged plumbing caused the sprinkler system to be out
of order until the last week of March (over six weeks).
3. The sprinkler system failure finally required
replacement of damaged ceiling tiles in first
floor halls and downstairs. The replacement of this
obsolete ceiling tile had been requested two years
earlier but the order had been "lost" by GSA. Ceiling
tile replacement is now nearing completion in the
building, some five months after a portion was removed
following the sprinkler failure.
4. On 5 March, a broken water valve in GSA room
G-5 caused a 4-hour interruption of hot water in the
Main Printing Plant. This created temperature control
problems for photographic film processors and production
delays in Composing Branch. (This is a typical example
in a long history of critical water system failures in
the building.)
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5. Another long term project (several years)
involved a request to replace a door frame between
the microfilm processing room and a corridor. This
jammed door involved both safety and security consider-
ations. Finally, after the wall was breached and the
entire door and frame removed, a-piece of plywood
barricaded the opening for several weeks until new
masonery and a replacqment door filled the opening.
B. Safety-related Problems
A second category of GSA maintenance shortcomings concerns
safety-related problems. In this regard reports have been
submitted by the P&PD safety officer concerning the sidewalks
in front of the Printing and Photography Building. Two
other safety related requests have gone unanswered of which
one had potentially serious consequences:
1. An unfulfilled request, submitted to Space
Maintenance & Facilities Branch (SM&FB) on
11 November 1977, for the construction of a parking
barricade in the P&PD parking lot (while proposed to
avoid damage to the P&PD Building), could have prevented
a personal injury in April, when a man was caught
between a truck and the loading dock.
2. Another request to SM&FB, also requesting repairs
to the parking apron at the P&PD loading dock, was
submitted on 13 October 1978 but is still awaiting action.
C. HVAC Problems in Printing and Photography Building
Perhaps the single, most persistent GSA related problem in
P&P Building is the continuing failure of the entire HVAC system.
Poor pressure balance and temperature controls operation
have resulted in an uneven distribution of heating, air
conditioning and humidity throughout the building. These
utilities are essential to both printing and photographic
production operations, in terms of exercising quality control
procedures. In addition, personnel have alternately
complained of being too hot or too cold and these problems
have been verified upon many occasions when temperatures
exceeded even the most liberal heating/cooling specifications.
Twenty-five degree temperature differences within the
building, summer and winter, are not uncommon. The volume
of ?air exiting supply ducts varies from zero to gale
force. On many occasions the air handlers draw outside air
through building doors when the air intake system fails.
This creates a dirt problem and a safety hazard.
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The history of HVAC problem's date back to the beginning
of building occupancy. In twelve years of building use
the third system of humidity control is, at best, only
partially successful. Hot/cold air mixing boxes, through
inadequate maintenance, fail to maintain temperature. Air
filtering systems have failed repeatedly. GSA engineers,
knowledgeable in the use of HVAC controls and equipment, have
been transferred without training replacements. Plain control
systems have been left to degenerate without repairs or
maintenance.
A study of the Printing and Photography Building's HVAC
systems was conducted by an outside contractor three years ago.
Headquarters Engineering Branch has also evaluated the system.
However, the data collected was insufficient to form the basis
for the major renovations thought to be necessary for the
system. As a result, a new architectural and engineering
contract has been let to H.D. Nottingham Associates of McLean.
They will re-study P&P Building's HVAC System, the color lab
renovation project, and the feasibility of installing a small
boiler in P&P Building in lieu of dependency on the main power
plant. This study is intended to provide an update of
current requirements necessary for an effective HVAC System.
Beyond a need for environmentally conditioning printing paper
stock, there is also an HVAC-associated problem in the Press
Room resulting from accumulated dust on the ceiling fixtures
that may present an explosive hazard if humidity control is
not maintained. This dust circulates throughout the building
and is an identified airborne contaminant in the Photography
Branch.
D. Major Problems Affecting Individual Branches
Major problems of less than emergenCy proportions compose
one of the largest categories of GSA shortcomings. These are
particular problems relating to specific work areas and are
exemplified in the following:
1. The absence of-periodic cleaning of ceiling ducts
and light fixtures which would otherwise improve lighting
and reduce airborne contaminants in Press, Photography
and Bindery Branches.
2. The need for a dropped ceiling in- the Press
Branch which would alleviate the problem of dust
accumulation.
3. Painting of walls and ceilings in the Offset
Photography, Press, and Bindery of the building. Some
original paint is now 12 years old.
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4. Roof leaks are reported in both Offset Photography
and Bindery Branches for which repair requests were made
in February 1977. In fact, roof leaks throughout the
plant have been reported with some frequency, of which
the most serious have been patched on a one-for-one
basis. One leak, in fact, has not been patched; GSA has,
instead, installed a catch basin and drain line rather
than cure the problem at its source.
5. A persistent plumbing problem has existed for
more than a year in the men's room, Photography Branch.
Repeated attempts by GSA to remedy a urinal that does
not operate properly have only resulted in temporary repairs.
A vacuum breaker in this room has never functioned
correctly, resulting in a continually wet floor. At the
same time the commodes have also suffered intermittent
breakages. Satisfactory permanent repairs have thus far
eluded the efforts of GSA.
6. Insect control has been a persistent problem
in the snack, bar which in turn affects Photography Branch
and other building areas. Over the past year, GSA's
monthly spraying for roaches and fruit flies proved largely
ineffective. Repeated complaints earlier this year
brought a promise of twice-weekly spraying from GSA;
this schedule has subsequently broken down and
spraying has once again become irregular. The last
spraying was on 18 June and the insect problem still
exists. A professional approach to the problem is
obviously required.
E. GSA Response to Major Space Renovations
The last of the major problems with GSA performance of
duties involves the response to office and production space
renovations. P&PD renovation projects currently awaiting
action are:
1. The Photography Branch Color Lab renovation
project has been in the works for two years with no
reconstruction in sight. Changes in costs, equipment
and requirements now require alterations in the plan
before it can be implemented. Planning for these
changes has consumed an extensive quantity of work
hours, drawn from P&PD resources, which now appear to
be a waste of time due to age.
2. Another renovation project involves the
reconfiguration of P&PD main administrative offices for
which plans were submitted to the Architectural Design
Staff and Headquarters Engineering Branch in February 1979.
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The project has a GSA project number now and is in their
11 projects queue. Rumor suggests that actual work will not
begin until 1980..3. A recent history of GSA service requests is
reviewed in Table Nine.
F. Deficiencies in Routine Upkeep
The remaining GSA deficiencies in the P&P Building can
be categorized as routine upkeep and maintenance jobs through-
out the plant. These duties include replacing lights and
cleaning fixtures which, along with janitorial services*
(cleaning carpets, polishing floors, and emptying trash),
form the most common and widespread class of complaints
emanating from production areas. In some Division components,
production quality is directly related to dust control, of
which floor maintenance is a contributing factor. A year
ago a major effort was undertaken to simply get building
windows washed. There are many water valves, faucets, drains
and restroom connections throughout the building which lack
the maintenance necessary to keep this plumbing operational
and avoid an uncalculated amount of waste. -Table Ten
shows the result of surveying branches and staffs for reports
on GSA shortcomings.
The long standing problem with GSA trash pick-up at the
P&PD loading dock has only recently shown signs of improvement
A form of trash compactor has been installed which permits
building users to dispose of waste at any time, rather than
at the signal of the contractor's arrival. There has been
little time in which to gain experience with the device but,
at this writing, it is an improvement. About the same time
that the compactor arrived, the elevating ramp in the loading
dock failed. GSA did not respond to its repair; P&PD acquired
replacement parts and installed them.
I
H
?1
A tour through GSA's .equipment room (G-5, P&P Bldg.)
disclosed a number ,of additional shortcomings which have
plant-wide impact. In this area P&PD maintenance personnel have
responsibility only for replacing hot. and chilled water filters
and air filters on air compressors. HVAC system controls in
G-5 are supposed to be maintained by GSA. Problems with chilled
water shut off are less frequent since a new valve was installed
to furnish a constant. supply of chilled water to the computer
room in Composing. The pumps for hot water (Usually'a winter
Credit must be given to the GSA charforce who, by and large,
make an honest effort to maintain floor surfaces and restroom
cleanliness as effectively as possible, given their limited
resources. They are simply understaffed relative to the
total requirement.
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Table Nine
Work Requests Submitted to LSD
1/
I
1
IIP&PD
I Work
1
Ik Order No.
II003-79
IIfor
II008-79
II009-79
Current Work Requests
LSD
Work
Order No.
Date
Requested
Work to be Done
001-79
03 Oct. 78
Remove sign holder and
electrical outlet
Done Feb. 79
002-79
03 Oct. 78
Repair macadam apron at
loading dock
79-0271
79-0410
24 Oct. 78
Renovation of S&SS office
79-0347
004-79
08 Nov. 78
Audio amplifier for
Done Mar. 79
Maintenance shop phone
005-79
16 Jan. 79
Construct forms cabinet
for Composing Branch
79-0849
006-79
16 Jan. 79
Isolation transformer
79-0853
Composing Branch
007-79
16 Jan. 79
New suspended ceiling
79-0850
17 Jan. 79
Repaint health room
79-0822
Done Apr. 79
17 Jan. 79
Install wall sink in
health room
79-0822
Done Apr. 79
010-79
17 Jan. 79
Install wall phone in
health room
79-0222
Done Apr. 79
013-79
30 Apr. 79
Install two circuits
Done June 79
(Bindery)
014-79
03 May 79
Paint 154A and 159
Production Planning
In Process
015-79
03 May 79
Install intercom (7G-30--
In Process
GJ-56)
016-79
03 May 79
Install new sliding doors
In Process
Photo Branch
017-79
03 May 79
30 feet of pipe Press Room
In Process
018-79
11 May 79
Clean carpet Offset Photo
In Process
Branch
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P&PD
Work
Order No.
Date
Requested
Work to be Done
Work
Order No.
019-79
22 May
79
Exhaust ducts for Plateroom
In Process
020-79
04 Jun.
79
Install 50 AMP service in
In Process
Layout
021-79
12 Jun.
79
Reconfiguration GJ-56
In Process
022-79
12 Jul.
79
Construct ramp - Loading Dock
In Process
023-79
12 Jul.
79
Dock reconfiguration
In Process
Outstanding Work Requests
Date
Requested
Work to be Done
LSD
Work
Order No.
04 Feb.
77
Request for Roof and Flashing Repair
77-1137
11 Nov.
77
Parking Barricade at Loading Dock
78-0677
08 Feb.
78
Repair Roof Leaks
78-1314
08 Aug.
78
Reconfigure Administrative Offices
78-2781
14 Aug.
78
Replace door Rm. G16
Done Jul. 79
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Table Ten
Branch Reports on GSA Problems
co
0
a)
s$4
4
o
U
-el
te-i
44
0
m
tr,
g 4
r1()
m c
o as
C10-1
Em
0
0
Offset
Photography
Branch
Press
Branch
- Bindery ,
Branch
?
Photography'
Branch
Supply and
Services
Staff
Lunch Room ,
and
Corridor Areas
H
0
H
HV7C1
X
X
X
X
X
X
X
X
8
Lights2
X
X
X
X
X
X
X
X
8
Duct
Cleaning
X
X
.
Painting
X
X
X
Minor
Repair4
X
1?
Floor
Maintenance
X
X
X
X
X
X
X
X
Roof
Leak
X
X
.
Renovations
X
X
X
Insect
Control
.
.
X
_
X
Plumbing
X
X
X
3
UOTAL
5
3
?6
,
5
7
6
4
4
40
,
1 HVAC problems exist throughout the building
2 Maintenance Staff replaces lights throughout building
3 Composing area renovation recently completed and no
problems have developed
4 Door safety plates and hold-open devices in Bindery
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problem) have posed recurring difficulties. Improper setting
of the pre-heat temperature for the air handlers allowed the
HVAC system to freeze which, in turn, resulted in the previously
mentioned sprinkler system problem. A major fault appears
related to the control gauges which are relied upon to regulate
and control the HVAC system. The filters on the gauge lines
which remove oil and water are not checked and replaced
by GSA, with the result that some gauges are fouled and do
not read accurately and control properly. About the only
apparent activity GSA performs in the equipment room is the
nightly manual relieving of compressed air tanks (there
are automatic valves for this purpose but they are inoperative).
No other maintenance is performed in this room by GSA unless
a piece of equipment fails and they are called upon to provide
repairs.
G. Impact on P&PD Maintenance Staff
Out of necessity many GSA routine tasks are accomplished
through the efforts of P&PD's Maintenance Staff, the
performance of which adds to their workload. They are
not technically responsible for the accomplishment of these
tasks. This staff has undertaken GSA work, in the interest of
expediency and the continuance of production, since the
building was occupied. In a negative sense, the Staff's
dedication to maintaining equipment and facilities, through
a do-it-yourself approach, did not surface building problems
adequately during the first ten years of occupancy. Failing
to receive GSA support when needed, the Staff quickly learned
to make emergency repairs so that support elements
external to P&PD believed (or so they said) that building
utilities were operating as designed and without difficulty.
In turn, little if any preventive maintenance was accomplished
during the early years and utilities equipment deteriorated
accordingly. Consequently, the P&PD Maintenance Staff
became operationally familiar with all types of utilities
equipment in GSA machine room spaces and elsewhere in the building
so as to fix essential equipment, identify the causes of problems
that only GSA could repair and surface the need for preventive
maintenance in this area. Again, lack of GSA engineering
interest, concern and response, during the building's relatively
short life, has reduced utilities performance to a marginal level.
Over the three month period during which Maintenance Staff
Services Reports were collected, 5.5% of all reported tasks
performed by P&PD Maintenance Staff personnel are identified
as GSA related duties. This effort was composed of 55
separate reports which required 66 manhours devoted to
supporting or accomplishing essential GSA responsibilities.
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Table Eleven gives a breakdown of tasks and manhours spent
on GSA jobs.
Table Eleven
GSA Time and Task Expenditures, as Performed by
S&SS Maintenance Personnel
Personnel No. of Tasks No. of Hours Requested
L.D. 4 3.1
D.K. 22 23.8
D.S. 9 9.8
J.M. 20 29.3
TOTAL
55 66
Examples of GSA tasks that have been performed by P&PD
Maintenance Staff employees include: changing light bulbs,
cleaning clogged plumbing and installing electrical wiring.
Since the first of the year, service requests have been
submitted to GSA through HEB and SM&FB. This has resulted
in improved service from GSA (possibly because P&PD Building
problems are more widely known than in the past). Submission
of requests via this channel also serves to document P&PD
claims when conflicts arise as to when GSA received a work
order. Over the past year there has been a general improve-
ment by GSA in response to trouble calls from P&PD. Response
to "housekeeping" calls (trash pick up and light changing)
is less than desirable, and GSA still seems to be fumbling
with major building systems (HVAC, steam and chilled water
systems).
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PART IV
RECOMMENDATIONS FOR CHANGE
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Recommendations for Change in
Maintenance Staff Operations
(Reference Part I)
A. Preface:
In view of the excellent record of achievement established
by four Maintenance Staff incumbents, it is difficult to
criticize their efforts and recommend changes without examining
the entire maintenance picture. While the following
recommendations reflect proposals for change in the Staff's
internal affairs, these changes, in their entirety, cannot
be taken out of context in terms of the entire study. Contract
and GSA support, together with the potential for exercising
recommended changes in these areas, will impact future
Maintenance Staff operations, particularly in the area of
staffing. Notwithstanding, the text of Part I suggests the
following commentary.
B. Recommendations:
1. The 61 day test period established a record
of Staffer's activities. A similar, simplified ongoing
record should be maintained, if only to document
a machine history of repairs. The Maintenance Staff
Services Report appeared to request an adequate amount
of data which could be input and stored in the MIS
system. This report has been modified for database
input (see Attachment C). Maintenance accomplishment,
as identified on this record, could be compared to a
database listing of preventive maintenance requirements
and schedules.
2. As suggested above, there is a need to
establish preventive maintenance requirements and
schedules for approximately 175 equipment items.
Agreement should be reached on responsibilities for
PM, between Branch and Maintenance Staff. If and
when the existing Staff is augmented, equipment
PM should be increased so as to reduce repairs and
equipment down time. A record of equipment PM should
be maintained and periodically reviewed by the supervisor.
Equipment histories that reflect an extensive documentation
of problems should be earmarked for replacement.
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3. As the largest single component user of
Maintenance Staff services, the Photography Branch,
based upon statistical reporting and analysis, needs
a full time maintenance position for both repair and
preventive maintenance. This position should be filled
by an individual especially qualified in photographic
production systems. (This Study did not include an
investigation of the amount of maintenance time
compiled by component personnel but it is known that
they take time from the production schedule to work on
equipment. Photography Branch can ill afford time away
from production - especially when COM work is relocated
to Headquarters.)
4. The Maintenance Staff, in coordination with
Photography Branch, should schedule installation
of the Digitec remote sensing system as it will save
time and materials. Other P&PD components should be
surveyed periodically for projects awaiting similar
action.
5. The Study developed time allocation statistics
(subject to further refinement) which will give_
the S&SS supervisor a yardstick for scheduling
the work of his personnel. Table Two provides these
estimates. Multiples of these time frames may be used
for a single job since the averages are task oriented
and several separate tasks did, upon occasion, represent
a single job.
6. Though Rot a major issue, there was some
evidence surfaced to the effect that the Maintenance
Staff answered "false alarms". Production personnel
did not understand their equipment well enough to make
necessary-adjustments which would have_precluded
repair -request. -(This problem has also_been-known_to
apply-to contracted-maintenance.) In these cases---
production-personnel-should consult their- associates
and supervisors to confirm the need for maintenance
or contractor support, prior to calling for exteinal.
assistance.
7. Reference is made to the -performing of services
for components external to P&PD, by our Maintenance
personnel. As the study indicates, this is not a
serious problem. There are occasions when assistance
and support are justified; the Maintenance supervisor is
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certainly capable of determining the need and subsequent
response. (The Badge Office may be an exception -
in the past they have taken no corrective action to
resolve problems encountered with ID cameras. Contractor
support rather than P&PD services should be acquired for
this apparatus.)
8. In a four man shop, the question of developing
skill specialization (mechanical, electrical, plumbing, etc.)
does not appear to be practical. Versatility in these
areas is currently the key to adequate support. Today's
and tomorrow's equipment, however, is becoming more
sophisticated from an electronic standpoint, requiring
repairs performed by electronic specialists - either
internal or contracted. P&PD will soon be operating
nearly 50 computer terminals, for example. With some
degree of specialized study and experience, these
terminals can be serviced from within. Other faulty
electronic equipment might be brought back on line, prior
to seeking external assistance, if a mid-level knowledge
of the equipment can be applied to its cure. It is
recommended that one Staffer become proficient in
understanding and servicing solid state circuitry, as a
personal training objective.
9. The foregoing leads to a recommendation for
increased Maintenance Staff training. Records indicate
that little formal training has occured in the past; the
current state of the art, throughout P&PD, suggests that
OJT will not keep up with equipment repair requirements.
The Staff should seek out and attend maintenance
courses sponsored by vendors, manufacturers and maintenance
associations. They should identify and program for
OTR courses considered relevant to their needs.
10. There does not appear to be significant problems
relative to equipment spare parts management. The
Shop, in various ways, rises to the need for and installation
of spares effectively. They cannot possibly stock every
replacement part and must sometimes suffer the delay of these
acquisitions (but should not use their own time running
errands to acquire parts). A recommendation suggests
that they acquire manufacturer's spare parts
lists (on,, particularly, new equipment arrivals) so
that they can either stock necessary and/or expendable
parts or expeditiously and correctly identify emergency
needs at the time of order placement.
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11. With reference to Table Five, the collective
Staff reported the spending of a fourth of a work year
on administrative/clerical duties. Obviously, at this
time, they cannot afford a full time clerk to perform
many of the tasks that they identified; this need
may become more apparent in the future, should the Staff
be expanded in scope and personnel. Currently, the manager
must provide judgement on the clerical workload and
determine its method of accomplishment.
(Note: Individual parts of this Study are suggestive of
or recommend outright the adding of personnel to Maintenance
Staff's roster. In an effort to bring these fragmented
references together, the reader will find a simplified
summary of this aspect of the Study at the end of Part IV.)
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Recommendations for Change in the Contract
, Maintenance Program
(Reference Part II)
A. Preface:
1. Because of staffing and training limitations P&PD
has had to rely heavily, on contract maintenance to support
certain equipment operations in the division. The main-
tenance service performed through contractors has occasionally
proven less than desirable both in quality and response time.
It is felt that, with proper staffing and expanded training,
many contract maintenance services can be accomplished by P&PD
maintenance personnel, thereby reducing contract costs and
improving services.
B. Recommendations:
1. It is recommended that formalized training on new
equipment be acquired (film processors and the web press,
for example) which will permit the Maintenance Staff to
fulfill to the maximum their maintenance functions without
resorting to contract maintenance. The introduction of an
apprentice slot will offer a means to enhance Maintenance
Staff job skills and permit maintenance coverage of the
night shift.
2. Since one of the largest maintenance costs is
for complex electronic equipment it would appear that major
contract savings could be realized if P&PD Maintenance Staff
personnel could better support the repair of this equipment.
Whether this effort could be provided through training for
the present staff or whether it would require an additional
person, primarily dedicated to support of these systems, would
depend on the depth and scope of coverage desired. If the
Maintenance Staff electronics specialist could perform all
maintenance on this equipment, the maintenance contracts
could be reduced to parts and repair contracts (as is the
case with Washington Printing support of the Davidson presses).
This could substantially reduce the $150,000 cost of maintenance
contracts for these services and provide much more timely
service, thereby reducing equipment down time.
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3. The largest cost category of maintenance contracts
are those associated with Agency owned copiers. While the
technical maintenance of copier equipment could be
accomplished by training Maintenance Staff personnel, the
number (58) and diverse locations of copiers in the Agency
would require the hiring of copier specialists to accomplish
the task. The FY-80 projected cost of $292,000, to be spent
for maintenance on Agency-owned copiers, suggests that
substantial savings could be realized if maintenance could
be performed by P&PD personnel. It is believed that two
copier specialists (for whom vendor training is available)
could care for the 58 copiers and provide a part of their
time to other P&PD maintenance interests. A BPA type of
contract would have to be negotiated for copier spare parts.
(This recommendation is not complete without the further
examination of possible intentions to purchase more copiers
in the near term.)
4. A number of maintenance contract changes are suggested
with reference to Table Seven.
a. The contracts already recommended for non-
renewal by Supply and Services Staff reflect a
change in contract requirements no longer required
because the associated equipment has been PTI'ed
(AIM duplicators) or because the Maintenance Staff
can more effectively supply maintenance support for
the machines (A.B. Dick duplicators and Bell and Howell
envelope stuffer).
b. The contract with Washington Printing Supplies
(no. 80-D-204208-000) to support the Davidson duplicators
should be reviewed and changed to reflect their
replacement with a web press in 1980.
c. The possibility of combining the two Kodak
maintenance contracts (nos. 80-D125206-000 and
80-D-204008) into a single contract should be
investigated as both are served from the same Kodak
source. If this could be accomplished it would
halve paperwork associated with these contracts.
5. In situations where contract maintenance performance
is less than desired (e.g. poor response times, ineffective
repairs resultant from inexperienced repairmen, lack of
vendor support to local repairmen) and are beyond P&PD's
power to change, the poor service should serve as an indicator
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of areas in which Maintenance Staff training should be applied
so that these maintenance tasks can be assumed by P&PD
personnel. This would lead to increased Maintenance Staff
capabilities in needed skills and reduce P&PD's dependence
upon unreliable contract service.
6. In order to better identify P&PD maintenance
contract needs, each Branch Chief should be primarily
responsible for contract requirements in their areas,
This should include preliminary contract negotation,
monitoring contract performance, and determining future
needs and recommendations for cancellations. Branch
Chief recommendations should be verified by Maintenance
Staff experiences. The Chief, Supply and Services Staff,
should coordinate requirements, review budgetary consider-
ations and submit formal contract requests to Procurement
Division.
7. Future maintenance contracts should be acquired
only in instances where P&PD Maintenance Shop personnel
cannot perform the needed service. The number of present
contracts should be reduced through the training of
Maintenance personnel who can acquire the necessary skills
to perform the services presently performed under contract.
This should receive attention and direction from the Chief,
Supply and Services Staff, who can plan training, time
management, skill development and the documenting of
Maintenance Staff activities and machine histories. He
should establish an MBO in which objectives identify specific
areas of-improvement within in-house maintenance accomplishment.
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Recommendations for Change in GSA Support
(Reference Part III)
A. Preface:
This portion of the study is virtually self-explana-
tory in terms of recommending that GSA provide more support
to P&PD than has been evidenced in the past. Complaints
about GSA services, response times, engineering capabili-
ties and physical plant maintenance are, undoubtedly, as
commonplace in all GSA controlled buildings as they are
in this building. Furthermore, it is presumed that this
paper is one of many in which a request for improved support
may well fall upon deaf ears, as far as GSA is concerned.
On the otherhand, if P&PD's mission is vital and is to
continue without interruption from facility failures,
a new approach to building problem solving must be
undertaken, else production may one day grind to a halt.
B. Recommendations:
1. ?Use the expertise of competent engineering
firms who will evaluate present building utility
systems and recommend appropriate changes (which should
be subject to scrutiny prior to implementation).
Utility systems worthy of investigation include:
a. HVAC appartus, controls, distribution
systems and operation, vis-a-vis specific com-
ponent requirements.
b. As related to HVAC, determine means and
methods of assuring proper humidity control in
component work areas.
c. As related to HVAC, recommend improvements
in controlling building air cleanliness, assuring
the use of positive air pressures to avoid external
contaminants and the exhausting of noxious fumes
and internally generated airborne contaminants.
d. ?Study building requirements for hot, cold
and chilled water as to-adequacy, the need tor backup-
systems and the installation of appropriate sensors
to forewarn building users of impending losses in
temperature and pressure.
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e. Evaluate the working environment as to
its compliance with the latest OSHA standards.
Identify the means to meet or exceed these stan-
dards where relevant.
f. Prepare a schedule of preventive
maintenance procedures for all building utility
systems, after replacing apparatus which is no
longer functional. Provide periodic checks to
verify that this maintenance is being accomplished.
If feasible, install remote sensing, monitoring
and alarm devices in the building, and readout in
HEB and/or GSA's building manager's office.
2. Contract the services of a competent roofing
company who can effect necessary long term repairs to
the entire roof.
3. Again, using a private sector specialist, evaluate
loading dock renovation requirements. Redesign, repair
and renovate so as to modernize, provide efficiency and
assure safety for those using the area.
4. GSA should develop a schedule for and implement
action on housekeeping chores: the cleaning of light
fixtures and air supply grilles; replacement of faulty
lighting components throughout the building; the replacement
of plumbing fixtures or parts which otherwise waste water;
the stripping and waxing of floors throughout the building;
the elimination of insects and periodic repetition of insect
control methods. (Upon submitting a schedule for approval
on these activities, P&PD should be provide 4 the
authority to monitor implementation and subsequent follow
through.)?
5. When building projeft or repair requests are
formalized, which involve GSA and LSD response, a feed-
back acknowledgement of the requirements should include
a specific scheduling of the event's accomplishment
(Reference Table Nine). This is particularly true of
space renovation projects. If forecasted scheduling must
be altered at a later date, feedback should be provided
on the rescheduled event.
6. Consider the employment of a fulltime, versatile,
competent GSA engineer to be quartered here eight hours
a day. The alternative would be to add our own engineer
to P&PD's Maintenance Staff, thus acquiring a personal
touch and reaction to the building's welfare.
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7. To recommend that the P&PD Maintenance Staff
divest themselves of all GSA responsibilities and duties
would appear foolhardy, in light of their experience and
ability to respond to building emergencies. Such a
recommendation would, however, be tendered if GSA could net
improve their response on the problems identified above.
If P&PD maintenance were ever to be structured in the manner
GPO enjoys (reference Attachment B), competent building
maintenance could be accomplished through the use of
P&PD managed personnel.
8. A meeting of all key personnel, involved in the
colorlab renovations project, should be convened to
determine the project's status. In particular, the
existing plan may be obsolete. Current A&E efforts should
be examined and a positive schedule, action item list
developed if the project is to continue.
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Summary of Maintenance Staff Personnel
Augmentation, as Recommended in Separate
Parts of the Study
1. Existing staffing complement- 4
2. Apprentice position (to provide night shift
coverage) 1
3. Full time, single shift position in Photography
Branch 1
4. Copier maintenance (dual responsibility for
copiers and other P&PD printing equipment) 2
5. Full time, single shift building engineer (if
acceptable, in lieu of substantial increase
in GSA support) 7
6. Electronics specialist (additional position
not required if this specialty can be acquired
within personnel listed above) 7
7. Clerical/MIS data input position (recommended
if a Maintenance Staff of eight personnel is
acquired) 7
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I.
ATTACHMENTS
(
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MAINTENANCE STAFF SERVICES' REPORT
n JIM DARYL 11 DON
BRIEF TASK DESCRIPTION
Date:
ri LARRY El ABSENT
MACHINE NAME
SERIAL NO. IF MORE THAN ONE
TIME EXPENDED (IN MINUTES) APPROX. VALUE OF PARTS (IF OVER 510/
SPECIAL NOTES,
SERVICES PERFORMED: 0 PREVENTIVE MAINTENANCE 0 REPAIR MAINTENANCE
0 ELECTRICAL 0 MECHANICAL 0 PLUMBING 0 EQUIPMENT RELOCATION 0 EQUIPMENT INSTALLATION
0 PARTS FABRICATION OTHER:
LOCATION:
El OFFSET PHOTO El COMPOSING BR. 0 PLATE ROOM 0 PRESS BR. 0 BINDERY BR. 0 PHOTOG BR.
El GSA SPACES OTHER,
OspP
CONTRACT MAINTENANCE SERVICE REPORT
COMPANY EQUIPMENT
SERIAL NO. (IF MORE THAN ONE)
DATE/TIME SERVICE RESPONSE INITIATED
IF WARRANTY RESPONSE, CHECK BOX 0
BRIEF DESCRIPTION OF PROBLEM,
DATE/TIME SERVICE REQUESTED
(IF CONTRACTUAL Pm, ENTER DATE)
MA CI.,INE DOWN TIME WORKING HOURS,
IDENTIFY SIGNIFICANT RESULTS, EDP EXAMPLE. TECHNICIAN'S CAPABILITY 'IF ADVERSE), MAJOR PARTS FAILURES. COSTLY REPLACE.
'.ENT PARTS AND/OR LABOR 'IN DOLLARS). EFFECT UPON PRODUCTION. ETC.
SUPERvISOPCS 5:CNA TURE DATE
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Attachment B
An Overview of Maintenance as Practiced Within
The Government Printing Office (GPO)
A. Organization and Scope of Operations
A visit to GPO to review their maintenance programs
revealed a number of similarities with P&PD maintenance
operations, as well as surfacing major differences.
Organizationally, GPO maintenance is identified with the
Building Division which has separate Engineering, Machine,
Carpentry, Plumbing, Electric, Sheetmetal and Electric
Shops. There are also shops for welding and a garage for
vehicle maintenance and forklift repairs. The scope of
maintenance coverage for GPO is total; thus, there is no
separate distinction for support of non-printing functions
such as P&PD's support of Badge Office equipment or other
non-Division areas. All printing and building maintenance
is performed by GPO personnel and the only occasion in
which they_interface with GSA is-to acquire elevator
inspection (actual elevator repairs are performed by GPO
maintenance shops). Because of the all-inclusive nature
of maintnenace activities performed in GPO they could not
provide a quantity figure for line items of printing
equipment supported or its corresponding dollar value.
B. In-House Support and Lack of Contract Maintenance
A tour through the GPO machine shop revealed the great
number and variety of machines thatT are used to support
the wide scope of operations in the plant. Lathes, milling
machines, grinders and blade sharpeners (for paper cutters)
as well.-, as a welding shop and separate shops for electrical.
and other types of support make the GPO virtually self-
sufficient in maintenance support. Because of this in-house
depth of coverage GPO does not rely on external contracts
for maintenance and repair of equipment. Their shops also
perform all equipment installations. Support for the photo-
typesetters in the Electronic- Photocomposition Division is
not supplied from the building maintenance staff but is
supported internally from the division and does not use
maintenance contracts.
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C. Staffing and Parts Control
GPO maintenance services have a personnel strength of
489 (including an industrial cleaning staff of 178). These
services cover three shift operations 24 hours a day seven days
a week. A regular preventive maintenance program is in
effect. Most preventive maintenance is scheduled for the
second shift (minimum production period). The machine shop
schedules five or six men, of a complement of 67, to perform
regular PM and two more men are on-call for PM calls per shift.
Staffing work documentation is maintained using a mini-
computer based system called Probe installed by Data Pathing
Incorporated. In addition to job tracking, this MIS system
records employee time and attendance, as well as a continuing
history of equipment information. The parts inventory is
maintained by the Stores Division which uses a computer based
control system to reorder parts when minimum stock levels are
reached. As the maintenance shops do not operate petty cash
funds all supplies must be ordered through the Stores Division.
This has led to some delays when local emergency parts
purchases must wait on a purchase order being "walked through"
the system. Selection of new equipment acquisitions are
determined by the needs of the operating branches. Purchases
are put out on bids by the Purchasing Office based on the
stated requirements of the branches, without input from the
maintenance shops. However, after the new equipment manu-
facturer is selected, Building Engineering and other main-
tenance shop personnel are consulted on any modification of
new equipment that may be necessary for its intended installation
and operation in the GPO.
D. Personnel and Training
Maintenance personnel are specialized by tradecraft
(Machinists, Electricians, Carpenters, etc.) but are
generalists within this-trade. For example, journeymen
machinists work on all machinery in the plant and can
operate all equipment in their shop. In the past, vacancies
in the maintenance shops were filled through apprenticeship
programs; these programs are now being phased out and
future personnel will be recruited from outside GPO. A
training program for apprentices consists of both classroom
theory in the particular trade, basic background training
in English and Math, and on-the-job training in the shops.
The maintenance training programs are conducted by an
apprenticeship training staff that makes up the curriculum
for the respective trades and grades and records the
apprentice's progress. Additional training is provided
when new equipment is purchased (usually by the manufacturer).
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Machine shop paperwork is performed by the two working foremen
11 and their two assistants. This effort is supported by a
clerk typist. Because parts purchase is accomplished through
the GPO Stores Division no maintenance shop employees are
used to pick up supplies; a laborer from Stores Division
runs these errands. Pay scales for the Machine Shop have
traditionally been based on the printers compositor pay
scale. Recently, however, the Machine Shop has broken away
from this scale and will use new, independent hourly rates
in the future. No independent wage changes have actually
occured since the break.
11 E. Summary
1
1
The maintenance organizations developed by GPO are well
suited to their needs. The size and unique character of the
GPO (a Federal Office devoted solely to supporting the
printing needs of the, Government) demands that they have the
in-house maintenance capability to insure-continued-operation.
With a personnel strength of 489 available for maintenance
services, the GPO maintains separate tradecraft shops for
maintenance support. The large size of the Maintenance
Staff also allows internal training classes to be supported
and conducted at the GPO for maintenance trainees. Overall,
the maintenance effortsat1 GPO effectively support primary
printing functions of:their orgainzation. Some elements of
the GPO maintenance operations that might be applicable to
P&PD are: 1) an expanded training program; 2) the addition
of a clerical to the Maintenance Staff for parts ordering,
MIS inputting and parts pick-up; and 3) implementation of
formal preventive maintenance procedures for selected
equipment.
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Suggested MIS Data Input Format for the Recording of
Maintenance Services and Equipment Histories
MAINTENANCE STAFF SERVICES, FY-80
LOCATION:___
9FF=040 COMP=090 PRES=070 BIND=090 55=10
SI5S=060 PHO=050 GVAS=100 15SA=940 OTHER=000
MECHANIC:___ TIME SPENT (MIN.):____ DAY:__MO:__YP:__
EQUIP. DESCRIPTION: S/N:
TASK DESCRIPTION:
LERVICES:_ _
PPEV.MAINT.=1 REPAIR MAINT.=2 ELECTRICAL=9
MECHANICAL=4 PLUMBING=5 EQUIP.RELOCATION=6
EOUIP.INSTAL.=7 PARTS FAB.=9 RDJ C!*=9
TO EXIT MENU: LEAVE MENU ELAN, AND HIT ENTER KEY
The above format requires input as follows:
1. "Location" requires only the entry of a three
digit number (denoting component).
2. "Mechanic" identifies the repairman's initials.
3. "Time Spent" requires, in minutes, the amount
of time used in completing the task.
4. "Day", "Mo", and "Year" identifies the date of
action.
5. "Equip. Description" and "S/N" denote the item
being serviced. (The S/N could be used alone if
unique enough to identify a single equipment
item.)
6. "Task Description" provides a free text area
to describe the problem.
7. "Services" requires the entry of one or more
numbers which identify the type of repair
employed.
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The maintenance technician would be furnished with
hardcopy versions of the format, to be completed as he
accomplishes his assignments. The data input clerk will
transcribe relevant information from hardcopy to the
database. Information can subsequently be retrieved and
compiled against any data field of interest. It would be
possible, for example, for the preventive maintenance
reference and its associated date to be checked periodically
against a preplanned schedule of equipment PM. Specific
equipment histories could be easily ascertained by querying
records compiled against an item's serial number, as another
example.
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