P&PD STRATEGIC PLAN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP12-00036R000100110008-1
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 44
• Document Creation Date: December 27, 2016
• Document Release Date: August 26, 2013
• Sequence Number: 8
• Publication Date: September 19, 1983
• Content Type: MEMO

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1 9 SEP 1983
MEMORANDUM FOR: Deputy Chief, P&PD
Production Manager, P&PD
Chief, Office of Management Support, P&PD
Branch and Staff Chiefs, P&PD
FROM:
Chief, Printing and Photography Division
SUBJECT: P&PD Strategic Plan
1. The purpose of this memorandum is to request that all
Printing anji;tho,tgg r Ophy&O.v4p ion (P&PD) ?44w,gemer.)pe qonne.1?
review the Division's existTng (1982-86) Strategic Plan and
provide input for updating that document. Information provided
should cover the years 1984-88. Consideration should be given to
customer requirements, staffing, equipment/system acquisition,
ADP support/interfaces, training, space, etc. Please provide the
Chief, Plans, Programs and Systems Staff (PP&SS) with updated
Strategic Plan information by close of business 31 October 1983.
STAT
2. If you have any questions regarding this memorandum or
the information requested, please contact C/PP&SS.
- 5-04- 74=67d- ,C0-1,k)
STAT
STAT
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TABLE OF CONTENTS
Section 1- Overview
1.1 Introduction 1
1.2 Scope 1
1.3 Policy and Guidelines 2
1.4 Assumptions 2
Section 2 - Requirements
2.1 Division-Wide 5
a. Traditional High Quality Printing...6
b. Electronic Printing 7
c. Photography 9
d. Micrographics 9
e. Design and Presentation 10
2.2 Prepress Branch 11
2.3 Press Branch 13
2.4 Bindery Branch 14
2.5 Other Printing Related Plans.... ....... 15
2.6 Photography Branch 15
2.7 Office of Management Support 22
2.8 Other P&PD Requirements 26
Section 3 - Goals and Objectives
3.1 Division-Wide 29
3.2 Prepress Branch .. 30
17
3.3 Press Branch
3.4 Bindery Branch . 32
3.5 Joint Printing Goals and Objectives 32
3.6 Photography Branch 32
3.7 Plans, Programs and Systema Staff 37
3.8 Logistics Services Staff 42
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Section 1 Overview
1.1 Introduction
The Strategic Plan sets forth the long range goals and
objectives of the Office of Logistics/Printing and Photography
Division (OL/P&PD) for the 1982-1986 time period. The plan is
based on the premise that P&PD will continue to support the
Agency's information output production requirements. These
production-support requirements will include; traditional and
electronic printing, high volume copying, document binding, photo
finishing in both black and white and color, motion pictures,
video tape .replication, multimedia presentations, briefing aids
and video disc production and Agency photographic support. The
'support will be provided in the Printing and Photography
building, Headquarters building and at remote Agency sites
throughout the Washington, D.C. rOtropol.itan area. Additionally,
the requirement to administer the Agency's copier management
program will continue. There wiiii also be changes in the type of
support provided to the Agency's micrographics and computer
graphics programs.
Automation and data processing will play a large role in
P&PD's efforts to meet its support requirements. The automation
of production processes will continue to expand as new equipment
is incorporated in the Branches, thereby allowing the Division to
accomplish its mission within shorter time constraints. There
will be more electronic interfaces between P&PD's production
systems, the Office of Data Processing (ODP) and customer/users
data bases throughout the Agency. Along with the increased
-automation and computer system interfaces will come the necessity
to train P&PD personnel in data processing or augment the P&PD
work force with data processing professionals.
At the same time that production methods are being updated
and automated a sophisticated Management Information System (MIS)
will be implemented which will allow P&PD management to measure
the utilization of personnel, equipment and material resources.
This information will provide the basis for management decisions
on the most efficient/cost effective methods for the overall
operation of the Division.
1.2 Scope
The plan will become the basis for developing P&PD
objectives that will facilitate efficient and cost effective
methods in support of the Agency. These objectives will include
both budgeting and personnel resource considerations.
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1.3 Policy and Guidelines
The Director of Logistics through the Printing and
Photography Division is responsible for operating and maintaining
a centralized headquarters printing and reproduction facility.
Agency printing and reproduction services will be accomplished
using the most economical processes consistent with reasonable
quality, security and urgency. Additionally P&PD is to
administer an Agency wide copier management program through which
all copying equipment will be acquired and allocated. Programs
will be established to ensure the cost effective and efficient
utilization of copiers and related equipment.
In order to maintain the Division's responsiveness to the
Agency's information output production requirements, P&PD
management must become more involved in the long range planning
process. This planning process must include: personnel
projections, career development and traininq; capital
expenditures for new and replacement equipment; expenditures for
materials; interfacing with existing and planned Agency
'information systems; implementation of new technologies; and
space requirements and renovations. This planning Process must
be dynamic and flexible in order to address the ever-changing
Agency information output requirements and P&PD's support to meet
those requirements.
1.4 Assumptions
a. Financial Resources
P&PD will continue to receive the financial
resources necessary to support Agency requirements and
to make capital investments for equipment replacement,
equipment automation and development of new
technologies.
b. Personnel Resources
(1) P&PD personnel strength will likely increase
in the coming years due to the continuing requirement
to provide twenty-four hour a day, seven day a week
service and increased requirements such as staffing for
remote information media centers and support for new
production services yet to be identified.
(2) The utilization, training and distribution of
P&PD personnel resources will continue to be a problem
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as more automated production systems are put into
operation.
(3) Automation will bring with it the necessity
to train more people in Automatic Data Processing
(ADP).
(4) P&PD production personnel will have to be
trained in multiple fields in order Eo keep up with
ever-increasing customer demand and automated and
Sophisticated technologies.
(5) P&PD will be required to staff Remote
Information Media Centers throughout the Washington
metropolitan area.
(6) Future P&PD managers will have to become
information management specialist instead of only
printing and/or photography specialist.
(7) P&PD will have to develop a better in-house
expertise to provide ma-i-n-t-efraciee-qiipport_for_newly___
acquired electronic production equipment.
c. Program Support
(1) P&PD will continue to support the Agency
Copier Management Program.
(2) Efforts will continue toward consolidation of
the Agency micrographics program into P&PD.
(3) Through consolidation or electronic
interface, P&PD will provide centralized support for
the Agency computer graphics program.
(4) P&PD will support the development and
implementation of Agency Remote Information Media
Centers.
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d. New Technologies
(1) P&PD will totally automate its prepress
printing operation for standard format publications.
(2) P&PD will become involved in the
laser/electronic printing technologies in support of
Agency requirements.
(3) More electronic interfaces to Agency
information systems will be necessary.
(4) P&PD will become involved in the production
and support of Agency video disc requirements.
e. Facilities Management
(1) A study will be undertaken to determine the
feasibility of taking over the maintenance and
operation of P&PD building from GSA.
(2) Renovations to existing space and additional
space requirements will become necessary as the
Division acquires new equipment or develops new methods
to meet Agency requirements.
f. Management Support
(1) Because of the increasing complexities of the -
P&PD personnel, production and supply systems, the
Division will become increasingly dependent on the data
provided through its automated Management Information
System (MIS) for making management decisions.
(2) The P&PD MIS will be enhanced to provide
information which will measure employee productivity
and material waste.
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Section 2 Requirements
2.1 Division Wide
Changes internal and external to P&PD. will influence the
organizational structure and the manner in which P&PD provides
information production support to the Agency. Externally, more
And more devices are being acquired by P&PD customers that have
electronic communication capabilities. Internally, P&PD is
attempting to interface the majority of its production hardware
and to automate its productiOn operation wherever possible.
Additionally, P&PD is trying to electronically interface (through
the Office of Data Processing's (ODP) IBM/VM/Computer system) its
Electronic Text Editing and Composition System (ETECS) with its
customers production equipment. By 1986, P&PD's prepress
operations should be totally automated. In order to accomplish
and support this and other hardware/software automation and
electronic interface capabilities, P&PD must develop a greater
ADP personnel resource expertise.
In the early to mid 1980's customer information
production/handling requirements will change significantly.
There will be greater utilization of electronic/laser printers,
computer graphics, Computer Output Microfilm (COM) and
video/optical discs. There will be an increase in the use of
telecommunications between information handling/processing
devices. A requirement for distributed (on site) information
processing will also increase.
If Agency functions continue to be disbursed between several
different buildings in and around the Washington metropolitan
area, Remote Information Media Centers will have to be
established. These centers will provide the capabilities for
laser printing, ETECS interface and proofing, high speed copying,
binding and document finishing, COM, word processing, and
oomputer graphics. Personnel staffing for these facilities will
be provided by P&PD.
In order to better manage the resources "that are necessary
to support the Agency's information production requirements, P&PD
will become more dependent on its in-house Management Information
System (MIS). The MIS must be enhanced to provide accurate
information on job loading and scheduling, employee and branch
productivity, material waste and utilization, equipment
reliability and preventive maintenance schedules, inventory
control, and job tracking.
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In supporting the Agency's information production
requirements, the following areas must be addressed:
a. Traditional High Quality Printing
(1) As was the case in the past five years the
prepress function will continue to represent the area
of greatest technological development through the mid-
80's.
(2) Direct plate-exposing systems (laser
platemakers) will, early in the subject period,
eliminate the need for costly silver laden photographic
film on many jobs. Later, the direct interface of the
ETEC system and a laser platemaker will totally
eliminate the entire photographic and negative
stripping activities for all text jobs.
(3) By 1985 electronic cameras and color scanners
combined with ETECS-like systems will make totally
composed pages, even to the inclusion of graphic
material, possible.
(4) Prior to 1985, ETECS will have been further
enhanced and expanded, and communications capabilities
will have grown to support many of the Agency's
traditional printing requirements. Increased
communications will also be needed to support a
potential network of electronic printing systems, such
as the Xerox 5700 which will be utilized to produce
ETECS galley proofs, NIE drafts, and Alert Memoranda
and Situation Reports at the point of need. The same
type of communications facilities may be needed for
other, as yet unidentified, facsimile transmission
requirements and systems.
(5) It is expected that new and more automated
press, bindery, and dissemination equipment will come
into use early in the period. The upgrading of P&PD's
press and post-press capabilities will enable the
Division to better deal with continuing production
increases.
(6) In addition to increased overall operation
efficiency, the technological advances in traditional
printing capability will be aimed at dealing with what
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P&PD sees as significant growth in a variety of
customer demands.
(7) Printing support for the Intekligence
Community is likely to increase, and the variety and
volume of unclassified printing for public consumption
will remain the same or Possibly decrease.
(8) The current expansion and availability of
word processing systems and the large volume of
computer data base publishing will result in an
increase in the requirement for printed text. Improved
product appearance is also reflected in a growing
requirement for the printing of graphic material to
support the textual portion of publications,'and for
text independent graphics. This latter category of
work will be responsible for ?the growth in the number
and capability of computer graphic systems.
(9) It is P&PD's view that the costs and
complexities involved in meeting all of these demands
make it necessary to continue the trend toward
centralization of the equipment and management of
traditional high quality printing facilities. The
exception to this trend is the placement of ETECS
terminals in the publishing offices. This limited
decentralization has enabled DDI/OCO, DDI/OCR, and
DDO/CA Staff to produce publications in formats and
styles uniquely suited to themselves, as well as
dramatically and positively affecting the throughput
time associated with their publications.
(10) P&PD and DDI/OCO will jointly plan future
system acquisitions which will impact on both
components' operation. Because of the goal of having
all intelligence information in digital form, OCO as
the publisher and P&PD as the printer of intelligence
publications, must work together to ensure that newly
acquired systems are compatible with one another.
. Electronic Printing
(1) Electronic printing, for the purpose of this
paper, is that printing which is accomplished on
devices which are currently capable of producing
multiple font images approaching typeset quality, in
low to moderate volumes, at relatively high speeds and
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costs. The best example of an electronic printing
device is the Xerox 9700.
(2) Xerox Corporation has recently introduced a
"baby" 9700 called the 5700. Although this device is
not as fast as the 9700 it has several capabilities
that the 9700 does not. In addition performing as a
multiple font printer and copier, the 5700 can transmit
and store data, and it can receive and print data from
a remote computer. P&PD has suggested to both Xerox
and Atex, Inc. (ETECS' supplier) that an interface
allowing ETECS to output via the 5700 would be
attractive not only to P&PD, but to the graphics arts
industry in general. Atex has indicated that such an
interface will be available in early 1982. It is
likely then that P&PD, in cooperation with DDI/OCO,
will install a 5700 in OCO early in CY-1982.
(3) P&PD has been told that both IBM and Kodak
plan to introduce products similar to the 5700. This
would support P&PD's view that this type of device will
find wide application in the "office of the future".
As noted earlier, P&PD would use the 5700 as a proofing
device for ETECS and for the production of short run,
intermediate quality reports for OCO.
(4) Although the growth potential for the smaller
electronic printing system seems huge, P&PD feels that,
as with convenience copiers and the 9700, there will be
little impact on traditional printing. The material
which will be produced on these sysems never gets to
the "printer". Most of this material either does not
justify the costs involved for printing or it is too
time-critical for formal printing processes.
(5) From an organizational standpoint, the
control of electronic printing should be handled
somewhat differently than from traditional printing.
The very nature of these stand-alone devices would
preclude rigid equipment centralization. The
management of Agency electronic printing should,
however, be controlled through a centralized office as
is now being done with the Agency centralized Copier
Management System. The similarity between electronic
printers and copiers would indicate that electronic
printing would also benefit from the efficiencies of
centralized control. In terms of application, it can
be difficult to decide where the use of a copier stops
and the use of an electronic printer begins.
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(6) RespoRsiblity for electronic printing control
is an interesting question. If first initiative, and
the obvious computer relationships are paramount, then
maybe Office of Data Processing control makes sense.
On the other hand if the Joint Committee on Printing's
edict concerning printing devices, and P&PD's copier
management role hold sway, then P&PD should take the
responsibility. In any case, electronic printing
should not go unmanaged.
(7) Electronic printers will be the primary
hardwafe devices that Remote Information Media centers
are constructed around. P&PD's future organizational
structure could be dependent on the success of these
centers and the distributed information processing
concept.
c, Photography
(1) With the exception of digital cameras and
printers, and increased use of instant photography,
there are no anticipated technology breakthroughs in
the photofinishing field. The major technical advances
will be in greater and more consistent product quality
through computer control and monitoring of production
devices. This control will allow for greater
productivity through the elimination of costly remakes.
(2) It is anticipated that increased demand for
color photographic products will continue into the mid-
1980's. Demand for black and white photography will
probably continue 'to decline. Color computer graphics
requirements will place a production demand on P&PD in
both quantity of work and the timeliness in which that
work is demanded.
d. Micrographics
(1) As updatable micrographics systems and
videodisc systems gain wider acceptance for document
storage and retrieval, the traditional source document
micrographics production requirements as we now know
them will decline. Large source document data bases
will most probably be converted to videodisc, whereas
smaller individual office data bases will probably be
converted to micrographics. Some offices may utilize
both systems.
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(2) COM production will continue to grow through
the mid-1980's. .Computer. graphics hardware and
software systems will be utilized to a greater extent
which will create a demand for graphics COM support.
Introduction of small on-line COM systems for
distributed processing at remote sites could impact
production support requirements for a centralized
facility such as P&PD. Additionally, COM will be used
to support micropublishing, videodisc production, and
Computer Aided Design (CAD) systems. '
e. Design and Presentation
(1) Computer graphics and automation will play a
large role in supporting the Agency's design and
presentation requirements through the mid-1980's.
There will be a greater dependency on systems such as
the Dicomed Graphics Design Station and the
Genigraphics system in DDI. In addition to these
systems, graphics software wil be available on ODP's
computer system. All of these systems will be
interfaced with one another. Output will be produced
by a graphics COM recorder, on-site plotters, Polaroid
cameras, or color Xeroxes.
(2) There will continue to be requirements for
large briefing boards, multi-media shows, motion
pictures, and videotapes/discs, still photography
support, and the maintenance of a portrait studio.
(3) Overall, there will continue to be a demand
for P&PD services through the mid-1980's. The way in
which the services are provided, however, and in some
instances, the types of services requested, face
drastic changes.
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2.2 Prepress Branch
The recent reorganization of P&PD, consolidating the
Composing Branch and Offset Photography Branch into a single
Prepress Branch should facilitate the implementation of the
planned Digital Prepress System by incorporating the different
tradecraft skills needed to support the new system into a single
functional component. Acquisition and implementation of the
Digital Prepress System will be accomplished incrementallly over
the next three years. By the mid-1980's, all elements should be
electronically linked and integrated into a complete system.
Proposed system elements and the phased acquisition schedule is
planned as follows:
a. Laser platemaker
The first element of the Digital Prepress System
will be an EOCOM Laserite V laser platemaker which will
permit direct-to-plate imaging of pages and eliminate
film and camera operator costs. The replacement of a
seven-year-old APS-4 phototypesetter with a wide-
measure APS-5-100 will provide the capability to image
four-page flats for scanning directly by the laser
platemaker.
b. Electronic Camera/Illustration Scanner
The electronic camera is a laser device hat scans
black and white original photographs or artwork and
produces screened halftones for printing. Thus, the
camera/scanner will allow the inclusion of pictures
with text to be processed through the laser platemaker.
The camera/scanner can be connected directly to the
ETECS typesetting computer and photographic images can
be stored digitally and merged with text for outomated
page makeup.
?c. ETECS/Platemaker Interface
A digital interface between ETECS and the laser
platemaker is the first electronic linking in the
development of an integrated digital Prepress system.
The interface will enable pages made up on ETCS to be
passed electronically to the laser platemaker. Digital
transfer reduces the use of resin-coated photographic
paper, manpower used in prelaying, and the time needed
to process jobs.
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d.! Color Scanner
Acquisition of a color scanner will enable
Prepress to perform the separation of color pictures
into the primary colors used in printing. A color
scanner performs color separations much faster than is
possible with the offset camera, and with an accuracy
and consistency that cannot be matched using manual
methods. As with the other elements of the electronic
prepress system, output from the color scanner can
either be film negative separations (for use in
conventional production processes) or stored digital
information which can be passed electronically to the
laser platemaker.
e. Area Composition Console
(1) The final element of the Digital Prepress
System will be the area composition console which will
be digitally interfaced with the other elements of the
system. The area composition console will draw text
and graphics from on line storage and be used to
interactively make up pages on a screen and pass the
pages to the laser platemaker. By the mid-19801.s, P&PD
will have a fully interactive comprehensive Digital
Prepress System in operation.
(2) In the mid-1980's, Prepress Branch will be
studying the feasibility of digitally transferring
graphic materials from Cartographic Design Center
(CDC), OCO/DDI to P&PD. This would permit images
created on the CDC computer map plotter to be
transmitted directly to P&PD for reproduction.
(3) The overall automation of the Prepress Branch
will provide a significant savings in resourcesat the
same time, decrease job turnaround time.
(4) There are, however, many questions that need
to be answered. It is true that the automation
described above will save positions, however, there is
still a problem with having sufficient personnel
available to support three shift, seven day a week,
operations. Additionally, system backup and system
redundancy needs to be addressed.
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2.3 Press Branch
The support requirements for traditional high quality
printing will continue through the mid-1980's. Although use of
electronic printing devices may offset this requirement somewhat,
the automation of Prepress and the electronic interfaces will
give the customer a high quality product in a reasonable
turnaround time. Given this capability, the Agency's high
quality printing requirements should continue for some time.
There are not any anticipated high technology changes for
the traditional press operations in the next three to five years.
Therefore, long range plans for the Press Branch will focus on
updating the Branch's capabilities by replacing older equipment
items. Initially, the replacement of a twenty-five year old
single-color press with a 50-inch two color press will offer
increased efficiencies and higher operating speeds for the
production of large sized maps. ?
The acquisition of a four-color 40-inch press to replace two
older 40-inch presses will offer an additional impression
cylinder to the Branch, less paper handling, a reduced operating
crew and higher operating speed.
Other equipment upgrading planned for the mid-1980's will be
the replacement of the A B Dick duplicators with two 12 x 18 inch
Heidelberig presses. -
The addition of a universal web unit for the existing web
press will allow the production of three-color maps and graphics
on both sides of the paper to be included in web press jobs. To
date, only one color (in addition to black) has been used in
graphics produced on the web press, and this one additional color
is now possible only at the expense of a 16-page black signature.
Plans to rebuild the paper cutter in the Press Branch and
incorporate a micro-processor will enable sequential machine
operations to be programmed in advance, eliminating the manual
setting of the machine before each cut.
These equipment enhancements will allow the Press Branch to
become more efficient in its overall operation.
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2.4 Bindery Branch
Because most operations performed in the Bindery Branch
still rely on labor intensive manual skills, future plans for
this Branch will focus on updating present equipment with
automated devices that will require fewer work hours for the
operation and offer improved production speeds. The following
equipment items have been identified to help achieve Branch
goals:
a. Three-Knife Trimmer
The acquisition of a stand-alone semi-automatic
three-knife trimmer will reduce trimming operations to
one-third the number of cuts using the present single
blade cutters, offering faster throughput time for
publications work.
b. Automated Forms Padding Equipment
Adhesive padding of forms is now accomplished
using a slow guillotine cutter and would be appreciably
accelerated by using automated padding equipment.
c. In-line Laminating and Tab Cutting
Laminated index tabs are cut using hand fed
cutters. The purchase of automated in-line laminating
and tab cutting equipment would reduce manpower
requirements and improve production speeds.
d. Automated Paper Cutters
Replacement of three power cutters with new
equipment having programming capabilities and advanced
safety features will improve paper cutting operations.
e. In-line Gathering and Trimming
In-line gathering and trimming for both perfect
binding and side stitching will improve production
speeds for these operations much as the saddle binder
now does for FBIS production.
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The equipment items listed above will automate as much as
possible the last production element in P&PD's printing
operation.
2.5 Other Printing-Related Plans
Division objectives for the mid and late 1980's will include
studying the applicability of new technologies, possible,
consolidations, and relocation of some operations.
Among the possible new technologies is the direct imaging on
the press cylinder from a front-end composition system. The
system'as presently envisaged would electronically position the
page images on a press cylinder, similar to an image being held
on a copier drum. Once the press cylinder is imaged and the
press-run completed, the image would be electronically "erased"
and the cylinder would be ready to receive the next series of
page images for printing. There are no such systems yet in
existence, but the concept presented is intriguing.
The consolidation of Press and Bindery operations into a
single finishing operation will complement the combined
composition and camera/stripping operations now incorporated in
the Prepress Branch.
Finally, the relocation of hard binding operations near the
library would make this service more responsive to the office for
whom most hard binding is performed. Similarly, publication
distribution would be expedited if this function were moved into
closer proximity to the Mail and Courier Branch in the.
Headquarters Building.. Excavation and renovation of the lower .
level of the P&PD building under the Bindery, area would allow
moving the web press and FBIS operations, as well as mailing
operations, into this area, and alleviate floor space problems in
the Press and Bindery areas.
2.6 Photography Branch
Under the previously mentioned P&PD reorganization, the
Photography Branch was placed under the Office of the Production
Manager. The Branch is responsible for production support in
five major areas. These production areas include microfilm,
source document filming and duplication, COM, black and white
photofinishing, color photofinishing, and design and presentation
support. The Branch also has an Administrative and Quality
Control Staff.
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In order to meet increasing customer demands, the
Photography Branch must upgrade and expand its capabilities,
provide quicker job turnaround time, develop greater technical
expertise, renovate its production work areas, and develop a
method for maintaining a staff of technically qualified
personnel.
The following specific areas in the Photography Branch must
be addressed in the next 1-5 years:
a. Micrographics Source Document Production Support
Micrographics source document production within
P&PD and the Agency has declined over the past three
years. Part of this decline is due to the fact that
there are not enough people available to provide file
preparation support for the various projects.
Additional inspection quality control and reporting
requirements have also placed a drain on personnel
resources, thereby causing a decline in overall
production.
The micrographics industry-4-t-s-e-l-f-ha-s--nat?provi_de_d_ _
much in the way of automated equipment for the
production of micrographics. This, in turn, with the
additional reporting and inspection/quality control
requirements, has affected micrographics production..
Rumors of digital or video disc replacements for
micrographics information handling, storage, and
retrieval have caused components to delay
implementation of micrographics systems. Additionally,
micrographics has not been pushed by Agency management
as a possible solution to some of the information
storage and retrieval problems.
In view of all the above, however, micrographics
is still one of the most cost-efficient means of
Storing and retrieving large volumes of information.
Micrographics, when merged with a computerized index
and retrieval system, offers a very viable alternative
for information handling problems. It is still a
growth industry (in excess of 15 percent per year)
which is developing new uses for its product.
There remains a voluminous amount of material
within the Agency that lends itself to conversion to
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micrographics. Given the correct systems development
and adequate production support, micrographics can
provide a viable cost-effective alternative for the
storage and retrieval of this material. In addition to
this support, users need to be educated in the uses of
micrographics.
Another area that May have a dramatic impact on
P&PD's support to the micrographics production
requirements is the possible consolidation of the
Agency's four major micrographics production
facilities.
b. Computer Output. Microfilm (COM)
The COM operation in P&PD is treated as a separate
microform function within the Photography Branch
because of the complexity of this system, and the need
for a select work force that will remain dedicated to
this operation. Presently there are five technicians
working in the COM area who are responsible for COM
production and maintenance of the system. The recent
acquisition of a Dicomed 48C Graphic COM recorder
allows customer input from tapes generated in the
Office of Data Processing, as well as floppy discs
generated on the Dicomedia Graphic Terminal in P&PD's
Design and Presentation Center. This input is used to
produce high quality computer graphics output in both
color and black and white.
As more and more components develop computer data
bases, the need for COM as an efficient, cost-effective
method for handling the proliferation of reports will
continue. To ease customer access to COM facilities,
P&PD must work with the Office of Data Processing
(ODP). One area for improvement would be the
establishment of a data link between ODP and P&PD which
would increase the availability of COM to the user and
decrease the COM production turnaround time. To fully
utilize the ODP/P&PD data link, P&PD should acquire ("OM
equipment that provides a direct on line/off line
interface to ODP's IBM VM computer system.
In order to relieve some of the source document
production burdens, P&PD should develop micropublishing
capabilities on the new graphics COM recorder. By
taking output from P&PD's Electronic Text Editing and
Composition System (ETECS) and going directly to the
graphics COM recorder for micropublishing, several work
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hours in file preparation and microfiche titling would
be eliminated.
As the goals and objectives set for COM
applications are accomplished, capabilites of the
system will expand to include computer modeling,
simulation applications, and animations with output on
either 35mm color slides, 16mm motion pictures, or
ivideo discs.
c. Black and White Photography'
(1) The black and white production area is
divided into separate production areas. These two
.areas produce photo products that differ in both
quality and quantity. In the first instance, the roll
easel section is responsible for the production of
large quantities of good quality 5"x7" and'8"x10" photo
prints. The other area, the custom print section,
produces singular quantities of photo prints and film
products: These lesser quantities are not a reflection
on this section's ability to produce large numbers of
photo products, but indicates this section's
responsibility to produce the highest quality photo
prints possible.
(2) Requirements
Requirements for black and white photographic
products have diminished to some extent in recent
years. This is in part due to advanced technology in
the areas of quick-copy and in color photographic
processes. However, the need still exists for black
and white photography, and will for the foreseeable
(future.
Although there is a continuing need for this black
and white service, there are some indications that
photo printing in the black and white medium will
eventually give way to the color prints products, or
some electronic camera storage device. A complete
transition during this projection period is not
anticipated, but there should be a steady erosion of
this section's product output.
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d. Color Photography
The color lab has been an area undergoing dynamic
change. This area over the past few years has been
deluged with an ever expanding work load. The staffing
in this section has been expanded to accommodate this
increase and there is a possibility, if this growth
continues, more personnel may be needed. In the past
two years this operation has been working on a three
shift basis. The staffing for these additional shifts
was provided by the color lab itself. There are,
however, two additional personnel assigned to the lab
who are presently training on the day operation.
Staffing and equipment requirements are the major
problems confronting this area. Staffing, because of
the extensive training requirements, and equipment
because of the accelerated wear caused by the three
shift operation.
The color lab is presently undergoing extensive
renovations to provide for automated equipment
installation and a more efficient work flow. This
renovation will take at least one year to complete.
e. Design and Presentations (Audio Visual)
The design and presentations group has a
complement of seven professional graphic artists and
three audio visual technicians. Although there is a
marked diversity in the professional make up of this
group, future programs dictate that a progressive
amalgamation will occur, and an interdependency on
related skills will promote a more professional service
than is presently available.
(1) Design and Presentations Area
The recent acquisition of the Dicomedia color
graphics terminal for Design and Presentations Area
offers a new production medium for this component.
This system will eventually provide electronic graphic
support to all Agency components. This system will
also compliment the needs of both the artist and
technicians in the development of audio visual slide
shows. The Dicomedia system provides the first inroad
into automating the P&PD graphic artist environment.
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As the Agency's computer graphics requirements continue
to grow, additional Dicomedia work stations, as well as
system software enhancements, will be necessary. There
will be the need for a color hard copy device attached
directly to the Dicomedia System. An electronic
interface between ODP and P&PD will be necessary for
the purpose of automatic downloading of statistical
information and preliminary graphics from the ODP
computer system to the Dicomedia graphics design
station. A direct interface between the Dicomedia
graphics design station and the Dicomed COM recorder
will also be beneficial for improving customer service.
D&PC should have an increased proficiency at AV
presentations to include 15-projector capability,
efficient portability, and improved sound reproduction.
With Audio Visual Communications Center (AVCC)
personnel being utilized for out-of-Division office
Operations, D&PC designers should be cross-trained on
AVCC equipment to backstop presentation requirements.
Additional PB personnel should also be competent on
D&PC's Dicomedia II to backstop increasing slide demand
(these personnel should have some graphic or commercial
training). D&PC should have completed a microfiche
system of storing slide images.
D&PC should be able to maintain the space that is
now occupied without additional requirements. New
organizational ties with the AVCC, however, may call
for a redefinition of the utilization of existing
spatial arrangement. In addition, the Dicomedia II
system may expand in physical or activity size to
command more space for its function.
The total number of personnel for D&PC is not
expected to change during this projection period.
However, two new designers will probably need to be
recruited and hired due to attrition or transfers prior
to 1987.
(2) Audio Visual
The P&PD Audio Visual (A/V) Center, which
traditionally has been involved in the production,
duplication and processing of motion picture and audio
sound tracks, has recently expanded its operation to
include video tape replication. Although the 3/4"
video tape format is presently the more popular, it is
expected that requirements for the 1/2" format will
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exceed 3/4" requirements by 1983. Additional equipment
acquisitions will be necessary to meet the increased
video tape replication requirements.
In order to meet customer security and job
turnaround requirements and reduce outside contracting
costs, P&PD will have to acquire and install a color
motion picture Processor. Equipment enhancements are
also necessary for producing the audio portions of
multimedia slide shows.
As the number of services provided by the staff
increases, it will become necessary to augment the
current level of staffing. Reconfiguration of space
will also become necessary as additional equipment is
acquired.
The capital investment requirements of the Audio
Visual area will most likely be more extensive. This
area, unlike the Design and Presentation area, is
dependent on equipment and systems that are in a
continual state of change. These systems, for the most
part, are linked to the electronic era and the future
expense incurred will reflect the need to meet the
requirements of faster turnaround of a more
sophisticated product.
f. Quality Control
Because P&PD produces products that are used by
the highest level of government officials, the
consistent high quality of those products is of
paramount importance. In order to consistently provide
high quality products the Photography Branch's Quality
Control, program should be enhanced. The senior quality
technician should test all chemistry, both in
preparation and in its use on a regular basis.
Presently this is not done because most of the senior
quality control technicians' time is spent
troubleshooting problems and helping to maintain the
daily operations in the lab. The senior quality
control technician should also be responsible for all
research and development that will help the photo lab
maintain its modern approach in the production of photo
products. In order to carry out these tasks, the
quality control function should be staffed with a
senior technician, an assistant quality control
technician and a chemical mix technician. This
assistant would be responsible for all chemical mix
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functions and would also help the senior quality
control technician in monitoring all equipment. This
person will work full time in this position and will
not be assigned to other unrelated duties within the
photo lab.
The third person on the quality control staff will
be a photo lab maintenance technician. This person
must be given the responsibility for full time
maintenance work in the photo lab. This person will
attend to all mechanical/electrical problems and will
also have access to all equipment in the Division's
maintenance shop. This person will work closely with
the senior quality control technician in the design and
updating of work areas and will also help eliminate the
small problems that are difficult to cover.
2.7 Office of Management Support
a. Plans, Programs, and Systems Staff
(1) The P&PD Plans, Programs, and Systems Staff
(PP&SS) is the component which is most responsible for
developing the various plans, programs, and production
systems that are necessary for the Division'to
accomplish its mission.
(2) A primary responsibility of the staff during
the next 1-3 years will be to study and recommend
. systems for the continued automation of the printing
and photography production operations. These systems
will include: a) a digital prepress system; b)
automation of Press and finishing operation; c) the
initiation and implementation for more electronic
interfaces between P&PD and its users; d) the
anticipated support requirements of video disc
production for information storage and retrieval; e)
greater utilization of computer graphics systems; and
f) a direct on-line interface between ODP and P&PD's
COM system.
(3) A major study is nearing completion on P&PD
equipment maintenance support programs. This study
will more than likely recommend an automated data base
for the establishment of a preventive maintenance
program, an equipment maintenance history program, and
an equipment parts inventory.
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(4) P&PD Management Information System (MIS)
a) P&PD has a requirement to keep
administrative records of supply activity,
maintenance activity, budget data, printing and
photographY production work, training records, and
other miscellaneous administrative records. Supply
activity and production work are currently being
handled on the P&PD minicomputer-based MIS, but
several enhancements to existing software will be
required during FY82-FY86 in order to maximize
system utilization and efficiency. Maintenance
activity, budget data, training records, and
miscellaneous administrative records will be added
to the MIS during FY82-PY86 in order to provide
greater flexibility in information handling.
b) The P&PD MIS will also be used for
measuring employee/Division productivity and the
management and utilization of resources.
.c) With an annual supply budget and usage of
over two million dollars, the P&PD MIS will also be
used to measure and control material waste.
(5) Copier Management:
Having the responsibility to administer an Agency-wide
Copier Management Program, P&PD is committed to the development
and implementation of programs that will ensure the cost
effective and efficient utilization of copiers, copier equipment,
and related supply items. These programs must be carefully
designed, comprehensive and thoroughly coordinated with all key
administrative elements within the Agency to ensure that the
goals of the program are obtained without restricting the
availability of required services. A comprehensive program will
require:
a) Development of specifically defined
requirement packages and an extension of these
requirements into requests for competitive bids for
copier rentals and purchases. Such a contract
resulting from bids could be written to extend for
as many as four years, thus avoiding the yearly
expenses associated with year-end equipment changes
and contract renewals. This type of contracting
arrangement would also permit more accurate budget
planning and avoid some of the administrative burden
placed on the Office of Finance.
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b) Development and implementation of a
comprehensive equipment purchase and life-cycle
costing plan to ensure that copier purchases are
?made in the overall best interests of the Agency.
?Effective and efficient operation of the Copier
Management Program depends, to a large degree, on
obtaining and maintaining flexibility to move
copying equipment from one location to another as
requirements change. To obtain this flexibility,
the Agency must arrive at and maintain a proper
ratio mixture of owned and rental copying equipment.
An improper balance will prevent full life-cycle use
of owned equipment and create unnecessary rental
requirements, thereby decreasing the efficiency of
the program.
C) Development of a statistical data base on .
the cost and consumption of expendable supply items
for copiers. Accurate figures on the cost and
comsumption rate of supplies by vendors will provide
a basis from which Blanket Purchase Agreements (BPA)
can be developed. Through the use of a BPAfor
copier supplies, the Agency can reduce supply shelf
inventories, realize an overall reduction in copier
supply costs, and reduce copier maintenance
requirements through uniformity in supplies.
d) Realignment of copier equipment to
requirements. A realignment of existing copying
equipment to existing copying requirements and
removing excess and/or inefficient equipment will
provide a sizable reduction in the Agency's annual
copier budget. As copier technology continues to
improve, this requirement will become increasingly
more important to the operation of an effective and
efficient program to serve the Agency's copying
needs.
(6) Nearly all the programs outlined above
require personnel with Automatic Data Processing (ADP)
knowledge and expertise. PP&SS and P&PD are limited in
the number of employees available with ADP expertise.
There needs to be additional personnel with ADP
expertise assigned to PP&SS to support the requirements
of the staff and the Division, and to train other P&PD
personnel in the operation and use of ADP equipment.
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b. Logistical Support Staff
(1) The Logistical Support Staff will continue to
play an important role in supporting the material needs
and operational requirements of the P&PD. The
constantly rising cost of consummable supplies and the
diminishing source of some raw materials are factors
contributing to higher operating costs and continuing
emphasis on improved management techniques and
innovative technologies.
(2) In the management area, the Supply Cost
Projections Report has been developed as an MIS
enhancement. This report provides a more realistic
projection of supply usage and related costs, thus
allowing more flexibility in planning long-range supply
acquisitions and budget reprogramming. The report had
met with initial success in late FY-81, and may serve
as a model for other OL components.
(3) The Office of Logistics has developed a
standardized property accountability system known as
the Agency Standard Automated Property System, or
ASAPS. Inclusion of P&PD's property accountability
data base into the OL system is high on the priority
list.
(4) It is anticipated that a project of
developing an automated monthly budget reporting system
based on Requisition and Sub-Object Class (SOC) input
will be realized during this 5-year time frame.
(5) Due to problems with GSA to the P&PD
building, LSS in conjunction with PP&SS, will monitor
GSA support and develop a P&PD on the eventual take
over of the operation and functions of the building.
(6) Along with the Division's responsibility for
printing and photography and copier management
functions comes a tremendous procurement
acquisition/contracting responsibility. As LSS takes
on more and more of these responsibilities, it becomes
obvious that an individual experienced in
procurement/contracting procedures is needed to support
this requirement. Depending on the extent of the
requirement, an OL Procurement Division employee should
be assigned either full or part-time to LSS.
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STAT
c. Administrative Staff
Tasked with the management of over people and
three different pay scales, P&PD relies heavily on the
Administrative Staff to help manage the Personnel
system. Some of the statistical data and tracking of
training courses could be placed on the P&PD MIS. This
automation of record keeping would relieve some of the
burden on the staff.
2.8 Other P&PD Requirements
a. General ADP Requirements
The future requirements of P&PD in the general ADP
area should focus on providing management with timely
information to assist in the decision making processes,
and additional support in the production areas of
Prepress, Bindery, and COM. The emerging technology of
the 1980's in composition, page makeup, merging of text
and graphics, and laser imaging should enable P&PD to
perform its mission in a more cost effective manner;
however, a commitment of both financial and human
resourced will be required to keep pace with new
developments in these areas.
b. Space Requirements
(1) The Printing and Photography Building became
operational in 1967. Since that time, the building and
its personnel have had to adjust to constantly
increasing requirements; newer, bigger, and faster
equipment to meet these requirements; and numerous
internal physical and utilities changes to complement
equipment and changing production procedures. The net
result is that the building has been experiencing more
maintenance problems and running out of space.
(2) Plans for a laser platemaker, a 50" 2-color
press, and possibly a 40" 4-color press within this 5-
year time frame are factors which will also impact upon
the already crowded conditions and require additional
upgrading of building utilities. A utilities
requirements study may be necessary to assess the
building's current capabilities in relation to planned
future equipment acquisitions and the changing
technologies evidenced in state-of-the-art equipment.
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STAT
(3) The increasing requirements for video
replication and other audio-video services are taxing
the physical limits of the Audio-Video Communications
Staff, Photography Branch. Escalating demands for
color, photography and processing may realize some
relief in approaching years as the 6-year old Color Lab
renovations project finally is showing some positive
signs of actually starting.
(4) The COM Center located in GJ-4004,
Headquarters, is another P&PD facility that is
overcrowded with equipment in a small physical
environment. This area has been plagued with
temperature and humidity extremes, factors which
severely impact upon the equipment and result in
serious production backlogs. The sensitivity of this
equipment requires a controlled environment for
successful operation, but this has not always been
available due to the dependence upon GSA for building
services.
(5) New equipment - presses, platemakers, color
scanners, dissemination addressers, video tape
replicaters, audio-video expansion - will continue to
eat up available space and require additional upgrading
of building utilities.
(6) A 1981 Health and Safety Survey identified
.the need for noise suppression measures in the press
and bindery areas. Absorption materials need to be
installed on the ceilings and/or walls to meet future
OSHA requirements.
(7) Supply storage continneR t.el hp A ornhl.eM,
necessitating daily trips to Recent
surveys and investigations have identified inadequate
storage and safety facilities, particularly in light of
hazardous chemicals and solvents.
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(8) The possibility of a new building on the
Headquarters compound, with approximately- 3000
employees now resident in suburban rental facilities,
gives rise to speculation that P&PD's workload might
increase by a measurable amount. This would
undoubtedly have an impact upon our present space and
equipment mix. One possibility for meeting any dire
space requirements is the excavation of approximately
10,000 sq. Et. of crawl space under the south end of
the P&P Building.
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Section 3 Gpals and Objectives
3.1 Division Wide
P&PD will continue to support the Agency's information
output production requirements in the most efficient manner
possible. This support will require large capital investments to
acquire state-of-the-art equipment and investments in personnel
training to develop and operate these new sophisticated systems.
P&PD equipment and systems will remain on the leading edge of the
information production technology. In order to continue a high
level of support, P&PD management and staff personnel will have
to anticipate changes in technology and customer requirements and
develop systems to meet the requirements. P&PD will become more
efficient in overall operation through the use of its Management
Information System (MIS). Specific Division wide goals and
objectives for the next 1-5 years are as follows:
- Improve the Division's capability to produce
time-critical intelligence through the use of advanced
technology processes, and equipment to reduce labor
intensive production methods, material waste and costs,
and job throughput time.
- Work with DDI/OCO in the planning for and
acquisition of new systems that will be used to support
requirements for the production of intelligence
publications.
- Develop a greater P&PD personnel expertise in
Automatic Data Processing (ADP).
- In conjunction with the ODP and the Office of
Communications (OC), define requirments, identify
equipment, and provide support for Remote Information
Media Centers to be located in Agency buildings
throughout the Washington Metropolitan area.
- Develop automated MIS programs to measure
employee and Division productivity and material waste.
- Continue automating production systems whenever
and wherever possible.
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,t1
- Work with ODP in developing electronic
interfaces between users equipment, the ODP Computer
Center, and P&PD production equipment.
- Aaquire and utilize electronic printers to
provide quick response to the Agency's information
output requirements.
- Train P&PD production planners on the existence,
capabilities, and locations of various output media
facilitiies available to Agency customers.
- Provide DDI/OCO Publications Division with
equipment and technical support to respond to their
requirements in the most efficient manner.
- Keep abreast of technology changes and
anticipate customer requirements.
- Re-examine organizational and functional
alignments to efficiently utilize newly acquired
_
3.2 Prepress Branch
The primary goal of the Prepress Branch over the next 1-5
years is the incremental implementation of a digital prepress
system. The following goals outline the implementation of this
system:
- Develop the personnel expertise for the
operation and implementation of a digital prepress
system.
- Purchase a laser platemaker to reduce silver
base film costs and eliminate camera and processing
labor. (EOCOM Laserite V, 1982, $170,000)
- Replace APS-4 phototypesetter with an APS-5-100
pica typesetter and in-line RC processing capability.
(1982, APS-5-100 - $112,320 processor $23,750)
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- Purchase ECRM Autokon 8400 to supply halftones
for laser pjatemaker production. (1982, $36,500)
- Digital interface Autokon 8400/Atex front end
typesetter ,for text and graphics capability. (1983,
$100,000) -
- Color scanner will permit accurate and rapid
production pf color separations. (late 1983, $350,000)
- Area composition system will link all foregoing
into interactive digital prepress system. (1984, .
$500,000 - $1,000,000)
- Full implementation of the Bi-sync data link to
allow for two-way transmission of data between ETECS
and ODP's VM/370 system. (1983)
- Digital transfer of DDI/OCO/CDC graphics
materials to P&PD. (1985, $100,000)
3.3 Press Branch
- Replace 50-inch single color press with high
speed 2-color, 50-inch press. (1983, $312,000) ,
- Replace two 40-inch presses with single 4-color,
40-inch press. (1984, S500,000)
- Replace duplicators with 12 x 18 Heidelberg
presses. (L985
- Update and automate paper cutter. (1985 )
- Add universal web unit to web press to add 3-
color capability. (1986
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3.4 Bindery Branch
- Purchase 3-knife trimmer. (1982 $100,000)
- Automated adhesive bindery equipment. (1983)
_
Cutting and laminating equipment for index tabs.
(1983 )
- Replace and automate 3 paper cutters. (1984)
- Purchase an in-line gatherer and trimmer.
(1985)
3.5 Joint Printing Branch Goals and Objectives
- Direct imaging of press cylinders from prepress
front end system. (1985
- Consolidate Press and Bindery Branches into a
single component. (1986
? .- Study the feasibility of relocating hard binding
to library area and dissemination to Mail and Courier
Branch.
- Study the feasibility of moving the web press
and mailing operations or the LSS function to lower
level areas to be excavated under Bindery.
3.6 Photography Branch
In order to satisfy the Photography Branch's production
support requirements, the following specific goals and objectives
must be addressed in the next 1-5 years:
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a. Source Document Microfilming Support.
- Reevaluate Agency backlog, present and future
requirements for source document microfilming.
Determine requirements for microfilm conversion and
what impact, if any, other storage mediums (digital,
video disc, etc.) will have on those requirements.
(1982)
- Once requirements are determined and validated,
identify the equipment and resources necessary to
support those requirements. (1982)
- Seek and renovate floor space as necessary in ?
order to support the Agency requirements.
- Continue to support an Agency-wide consolidated
production facility.
- Provide the file preparation support necessary
for those applications that have been approved for
micrographics production.
- Provide systems analysis, production, and file
preparation support for new applications.
- Participate in Agency seminars which educate the
people in the use of micrographics.
- Seek automated production capabilities through
existing micrographics vendors or have an organization
such as the Census Bureau develop automated production
equipment.
- Handle FPMR reporting requirements through the
P&PD automated Management Information System.
- Seek more efficient methods to comply with the
FPMR inspection quality control procedures.
- Keep abreast of technology changes as they
pertain to the production and utilization of
micrographics.
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b. Computer Output Microfilm (COM) Support
- Implementation of Dicomed COM support for Agency
Disspla/Tellagraf graphics software users. (Should
provide 24-hour turnaround time for priority customers
requesting 35mm slides.) (1982)
- Provide 24-hour turnaround time for alphanumeric
COM customers (now averages 8 days). (1982)
- Develop an action plan and acquire appropriate
equipment for supporting 4C Project (5 million images
per year). (Implementation between April and September
1982)
- Implement the ODP/P&PD COM data link. This will
begin with stacking multiple jobs on tape in the
Ruffing Center .by September 1981. By June 1982, there
should be a tape drive installed in the COM Center.
Implementation of this project will eliminate paper
work and should decrease turnaround time. Future
enhancements (1982-1984) should include a ciirect on-
line interface between the COM systems and ODP.
- Identify and acquire replacement equipment for
Datagraphix Auto COM. (1982)
- Software enhancements for Dicomed to make it
more compatible with Datagraphix and to provide
increased capabilities such as a versatec translator.
(1981-84) ($5,000 - $40,000)
- Possible Dicomed hardware upgrade 6250 BPI tape
drives; on-line/off-line interface (see a-4); color
microfiche capability; and 80 mm film capability.
(1981-85) ($50,000 - $200,000)
- Micropublishing capability from tapes generated
in Autologic Phototypesetter format. Initially, all
micropublishing will be accomplished in the Newton Bold
Font. Additional fonts should be incorporated in the
future.
- Installation of a data link from ETECS to COM to
support all micropublishing applications. This will
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eliminate the need for generation of tapes in APS
format.
- Augment present staff to support increased COM
requirements.
- Renovate Headquarters COM Center to facilitate
the installation of additional equipment and provide
for a more efficient work environment.
c. -Black and White Photography
Black and white photography goals and objective for the next
1-5 years will mainly consist of equipment automation and
enhancement. The following are the equipment acquisitions that
are necessary to support the Agency black and white photographic
requirements.
- Replacement for an existing 8 x 10 Copy Camera.
- Acquisition of a large format enlarging system.
- Acquisition of larger and faster film processing
system.
- Update existing contact printing
- Acquisition of new 70mm camera/process units
(digital).
- Acquisition of print scanner camera.
- Acquisition of computerized black and white
printer processor units.
- Acquisition of high-speed copying systems.
d. Color Photography
- Complete Color Lab renovations
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- Increase staffing to meet customer
requirements.
- Extensive equipment purchases for replacement
and automation of production processes.
e. Design and Presentations Center
- Expand the use of computer graphics in support
of the Agency's design and presentation requirements.
-.Develop and implement an electronic interface
between the Dicomedia Graphics Design Station and ODP's
VM computer system.
- Interface Dicomedia with a Color Xerox or a
Dunn/Matrix Camera for quick turnaround hard copy
Output.
- Acquire a direct on line interface between the
Dicomedia Graphics Design Station and the Dicomed COM
Recorder.
- Acquire a Polaroid Vu Graph adapter for the Itex
Camera Processor.
- Purchase and install a 16mm color motion picture
processor.
- Expand video tape replication facilities to
include more 1/2 inch recording capability, film-to-
tape transfer capability and editing capabilities.
- Develop in-house video tape Kinescoping
capability.
- Cross train employees between the Audio Visual
and Graphics units.
- Augment staffing to support increased production
requirements.
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f. Quality Control
- Increase in personnel strength of the Quality
Control Unit and develop a greater quality control
expertise within the Photography Branch.
Overall Photography Branch
- Continue to seek new methods Of automating
Branch production processes.
- Develop an apprenticeship program for Branch
employees that is comparable to the printing production
branch's.
- Continue to cross-train Branch employees so that
the workforce can respond to variations in work
requirements throughout the Branch.
- Develop a greater photographic system technical
expertise among several Photography Branch personnel.
3.7 Plans, Programs, and Systems Staff
a. Division-Wide Projects
- Define requirements, research hardware/software
capabilities, make equipment recommendations, and plan
implementation of a digital prepress system. (1982-85)
- Monitor GSA support to the P&P Building and
develop a P&PD position on the maintenance and
operation of the building. (1982)
- Provide recommendations on the P&PD COM support
to 4C, and other Agency COM applications. (1982)
- Develop a mechanism for monitoring employee
productivity through the P&PD MIS. (1982)
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- Develop a mechanism for monitoring material
waste throughout the Division. (1982)
- Develop a greater personnel expertise in ADP.
(1982-83)
- In conjunction with ODP and OC develop a P&PD
position on support to Remote Information Media
Centers. (1982-83)
- Administer and streamline the Agency Copier
Management Program. (1982-85)
- In conjunction with Photography Branch, develop
an Apprenticeship Program for Photography Branch
production personnel. (1982-83)
- In conjunction with Photography Branch develop
and make recommendations on P&PD support to video disc
production. (1982-85)
- In conjunction with LSS, study and make.
recommendations on a a preventive maintenance program
for P&PD. (1982-83)
- Develop and implement a plan for the P&PD MIS
operation support to be turned over to the Office of
the Production Manager. (1982)
? - ? In conjunction with ODP, develop more electronic
interfaces between P&PD/ODP and Agency users. (1982-
85)
- Pursue the utilization of electronic printers to
satisfy some of P&PD production requirements. (1982-
83)
- Determine P&PD requirements, if any, for the
Xerox 9700 composition/graphics software package being
installed by ODP. (1982)
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b. Copier Management
- Develop requirement packages for competitive bid
copier contracts.
- Develop and implement a life-cycle purchase plan
for copiers.
- Realign copier equipment based on requirements
and reduce the total number of units relative to
requirements.'
- Develop and implement a program for monitoring
and forecasting supplies costs and consumption.
c. Management Information System (MIS)
The following specific goals will be addressed to met
requirements for automation of administrative functions during
FY82 - FY86:
- Modification of existing supply software to
include improved supply reporting and improved data
entry menu mechanisms.
- Modification of existing printing and
photography production job software to include new job
databases for expansion, improved job reporting and
improved data entry mechanisms.
- Addition of a second disk drive for the MIS, and
modification of the existing drive to increase system
performance, provide disk to disk backup, and to meet
future storage expansion.
- Addition of a P&PD budget handling database, and
software to include reporting of monthly budget data by
sub-object class.
- Addition of a P&PD training database and
software to include recording of training for all P&PD
employees.
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- Addition of a P&PD database to handle
miscellaneous administrative records necessary to the
function of P&PD.
d. ADP Support
(1) Information Systems
(2) COM
- Redesign Sand enhancement of the Agency Copier
Management System to allow for the flexibility required
due to the ;centralization of the Copier Management
Program.
- Implementation of .an equipment maintenance
system that will allow the Maintenance Section to
schedule preventive maintenance on the various
equipment in P&PD. System should have provisions for
generating work orders for PM and recording both the
scheduled and unscheduled maintenance history of each
piece of equipment. This will allowfor the projection
of replacing equipment with a record of inordinate
amounts of unscheduled maintenance and down time.
- Integration of the MIS into LIMS. rurrent
system should be used to capture input transactions,
and interfaced to LIMS for data storage and report
generation. This will take the load off of the mini-
computer based system and allow for on-line query
capability against the LIMS data base.
- In conjunctione,rwith Photography Branch, support
the installation of a COM Data Link. Phase I will
allow the 'stacking' of like jobs on a single tape to
decrease tape handling.
- In conjunction with Photography Branch, support
the installation of on-line COM recorders capable of
being driven by the extended channel concept employed
by the COM data link. This will require an additional
controller to drive both the on-line recorders, and a
tape drive located in the COM Center. Result will be
decreased turnaround time, and decreased tape handling
for all COM jobs.
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- In conjunction with Photography Branch, develop
a micropublishing capability from tapes generated in
Autologic phototypesetter format. Initially, all
micropublishing will be accomplished in the Newton Bold
font. Additional fonts should be incorporated in the
future.
- In conjunction with Photography Branch, support
the installation of a data link from ETECS to COM to
support all micropublishing applications. This will
eliminate the need for generation of tapes in APS
format.
(3) Prepress
- Full implementation of the bi-sync data link to
allow for two way transmission of data between ETECS
and ODP's VM/370 system.
- Installation of a laser platemaker capable of
imaging plates from data in the Autologic
Phototypesetter format.
- Full page makeup of all ETECS jobs to support
laser platemaking, and the elimination of the stripping
and offset photography processes.
- Installation of color and/or black and white
scanner to digitize graphics.
- Ability to merge both text and graphics in page
format prior to on-line transfer to laser platemaker.
e. Space
- Conduct a study of present P&P Building
utilities capabilities as a means of identifying future
upgrading requirements to meet anticipated equipment
needs.
- Continue to identify future equipment needs, and
their impact upon present/future utility capacities in
order to provide sufficient lead time for required
upgrading.
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- Request the assistance of HEB/RECD/OL in
O identifying present P&P Building utilities.
3.8 Logistics Services Staff
- Refine the Supply Cost Projections Report as a
reliable and accurate management tool. (1982)
- Provide the necessary support to other OL
components in developing their own Supply Cost
Projection Reports. (1982-83)
- Input the P&PD Property Accountability Records
into ASAPS. (1982)
- Develop an accurate automated monthly budget
reporting system based on Requisiton and SOC input
data. (1982)
- Develop other supply records which will provide
data on: trends in stock usage; percentage
increases/decreases in cost over a selected period of
time; and current and projected on hand/on order
balances. (1982-83)
- In conjunction with PP&SS, develop a preventive
maintenance program for P&PD production equipment.
(1982-83)
- Support PP&SS efforts in developing a P&PD
position on the operation and maintenance support of
the P&P Building. (1982)
- Identify requirements for contracting officer
support to P&PD. (1982)
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