OFFICE OF LOGISTICS PRINTING AND PHOTOGRAPHY DIVISION STRATEGIC PLAN 1984 - 1989 EXECUTIVE SUMMARY

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP12-00036R000100230001-5
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 48
• Document Creation Date: December 27, 2016
• Document Release Date: August 26, 2013
• Sequence Number: 1
• Content Type: REPORT

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fice of Logistics
and Photography Division
-
Strategic Plan
198.4 - 1989
?
Executive Summary
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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 1984-198Z 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 and
teleproduction, video tape replication, multimedia presentations,
briefing aids and computer graphics, and still photographic
support to the Agency. The support will be provided in the
Printing and Photography Building, Headquarters Building,
Headquarters Building 'addition, and the Headquarters Auditoriums.
Additionally, the requirement to administer the Agency's Copier
Management Program and the Agency's Television Production -
Equipment Program will continue. There will 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 expancias new equipment
is incorporated in the Branches, thereby allowing the Division to
increase capacity and 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.
The intensive use of personnel management techniques, such as
the Quality Circle Program, will be expanded to all levels and
shifts within the Division.
2.1 Overall Goals and ObjeCtives of P&PD
In order to satisfy customer requirements and to accomplish
s overall mission and functions, P&PD must:
- Ensure that there is sufficient personnel and technical
capability/capacity to satisfy all projected Agency
printing and photographic production requirements for the
. next five years.
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- Ensure that the Agency printing and photographic production
program is conducted in the most cost effective and
efficient manner possible
- Ensure that sufficient funding and space resources, as well
as safe and efficient work environments, are available to
satisfy Agency printing and photography program
requirements.
-' Ensure tbat there is an orderly and effective career
development and training program for all technical areas
within the Division.
3.1 P&PD Critical Goals/Objectives 1984-1988
The establishment of the following critical goals/objectives
is based on current operational and support requirements,
projected increases and/or changes in Agency printing and
photographic support, new support requirements that have been
identified but have yet to be implemented and the overall
Division goals and objectives outlined in paragraph 2.1 above.
Specific Division-wide goals and objectives for the next 1-5
years are as follows:
- Improve the Divison'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.
- Provide DDI/OCPAS Publications Division with equipment and
technical support to respond to their requirements in the
most efficient manner.
- Work with Agency components in the planning and acquisition
of new systems that will be used to support requirements
for the production of intelligence publications.
- Expand and renovate existing facilities to meet increasing
production support requirements.
- Work with ODP in developing electronic interfaces between
users' equipment, the ODP Computer Center, and P&PD
production equipment.
- '71.1tinue automating production systems whenever and
wherolier noEsihl't
- Train ? P&PD production planners on the existence,
capabilities, and locations of various output media
facilities available to Agency customers.
- Acquire and utilize electronic printers to provide quick
response to the Agency's information output requirements.
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- In conjunction with ODP and the Office of Communications
(OC), define requirements, identify ecuipment, and provide
support for Output Information Media Centers tO be located
in Agency buildings throughout the Washington Metropolitan
area.
- DeVelOp a greater P&PD personnel expertise in Automatic
Data Processing (ADP).
- Continue to identify and consolidate, wherever possible,
Agency printing and photographic production support
facilities.
- Keep abreast of technology changes and anticipate customer
requirements.
- Reexamine organizational and functional alignments to
efficiently utilize newly acquired technology.
- Develop automated MIS programs to measure employee and
Division productivity and material waste.
- Place continued emphasis on organizational development
management.programs-, such as Quality Circles.
- Develop and support Quality Assurance Programs for the
various production processes within the Division.
- Continue to identify and request the necessary resources to
support increased production requirements.
In order to accomplish the goals and objectives outlined
above, P&PD' will have to make some major capital investments in
equipment and systems over the next five years, and make some
dramatic changes in the production support processes. These
proposed initiatives are outlined below.
A. Printing Support
- Digital Prepress Initiative
. ATEX Release 4/CPAS Edit/system installation and
implementation (1984).
. Acquisition and installation of two EOCOM Laserite V
Laser Platemakers (1984).
. Acquisition and installation of an automated page makeup
system (1984).
. Acquisition of Area Composition File. Management System
(1985).
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Acquisition of an HCM Combiskop s'ystem to create,
enhance, and digitize graphics data (1986) -
. Acquire, install, and interface laser platemaker raster
image processor (1986).
Fully integrate digital prepress system with the Agency
Publishing Network (1986).
Support DDI/DDS&T imagery information processing through
the Digital Prepress System (1987).
- Support FBIS/MIDAS and JPRS automation and integration into
the P&PD Digital Prepress system.
- Develop the expertise for the operation and implementation
and support to Digital Prepress and the Agency Publishing
Network..
- Provide typesetting support for an Agency Output Media
Center.
- Increase page composition/typesetting support to FBIS and
JPRS publications.
- Extensive Press Branch space renovations.
- Conduct a staff study of the Press and Bindery production
processes to determine the feasibility of simplifying and
upgrading finishing capabilities through automation,
including the use of Press-to-Bindery equipment and
robotics (1984-85).
- Complete the Bindery Automation Study and determine the
initiatives necessary to meet the future production
requirements (1984).
- Acquire and install automated paper waste/trim system
(1984).
- Acquire a Xerox 9900 as a replacement for existing Xerox
9500 equipment (1984).
- Work with FBIS and JPRS to enhance the automation and
transmission of their distribution lists (1984).
- Purchase inline gatherer and trimmer system (1985).
- Acquire necessary Bindery automation equipment robotics
(1986).
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B. Photographic ,Support
- Continue to seek new methods of automating Branch'
production processes (1984).
- Implement newly developed apprenticeship program for Branch
employees (1984).
- Renovate building to provide for more orderly workflow
(1984).
- Implement production control system (1985).
- Renovate auditorium (1985).
- Develop a completely automated quick response unit to
respond to Agency priority requirements (1986).
- Identify equipment and personnel to staff a mobile
teleproduction unit (1986-1988).
- Establish criteria and necessary equipment for an image
_enhancement capability (1987).
Expand and renovate a multimedia production area (1986)_._
- 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 (1985).
- Continue implementation procedures for computer graphics
datalink-(PPDMED) and develop ADP workflow procedures to
maintain increased production requirements (1985).
- Acquire more space to improve working conditions and
workflow processes in the Headquarters COM Center (1985).
- Acquire a second Dicomed Graphics COM Recorder to support
increasing requirements and to provide backup and
redundancy (1986).
- Expand the use of computer graphics in support of the
Agency's design and presentation requirements (1984-89).
- Develop and implement an electronic interface between the
Dicomedia Graphics Design Station and ODP's VM computer
system (1985).
- Interface Dicomedia with a Color Xerox or a Dunn/Matrix
Camera for quick turnaround hard copy output (1985).
- Acquire a direct online interface between the Dicomedia
Graphics Design Station and the Dicomed COM Recorder
(1984).
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?
- Acquire necessary equipment to support a closed circuit
television network throughout Headquarters Building (1987).
- Acquire and support a foreign videotape conversion system
(1985).
- Provide support to new Headquarters Building
Auditorium/Classroom (1987).
- Establish rear screen projection facility in the
Headquarters Auditorium to eliminate unsatisfactory, front
projection of both film and television images and, relocate
videotape production equipment in room T-16 to Auditorium
projection booth. Update sound system for accomplishing
complete audio coverage of auditorium for both public
address and audio recording requirements (1986).
- Expand video tape replication facilities to include more
1/2 inch recording capability, film-to tape transfer
capability, and editing capabilities.
C. 'System Staff/Management_Support
- Define requirements, research hardware/software
capabilities, make equipment, recommendations, and plan
implementation in support of a digital prepress-sys-tem.
(1984-87)
- Identify requirements and develop, planning for the
integration of various P&PD Prepress systems with other
systems in the Agency to develop an Agency-wide publishing
network (1986-87).
- Define requirements and coordinate P&PD inputs for the
DDI/DDS&T Briefing Board Imagery Transmission System
(BITS). (1984-87)
- Develop, implement, and enhance a NOMAD based P&PD
Management Information System. (1984-85)
- Establish and implement a centralized P&PD Data Entry
Staff. (1984)
- 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
allow for the projection of replacing equipment with a
record of inordinate amounts of unscheduled. maintenance and
down time. (1984-85)
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- In conjunction with P&PD management, identify normative
standards for quality control in terms of production
volumes and material waste, and develop a mechanism whereby
these standards can be measured in the P&PD/MIS. (1984-
85).
- Integration of the P&PD MIS data into LIMS. Current 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. (1984-87)
Interface Dicomed Graphics Design Stations with the ODP
IBM/VM system and the Dicomed Recorder. (1984-85)
- Develop an interface between the Dicomed Imaginator and the
HCM Color Scanner. (1985-86)
- Study the feasibility of interfacing a video scanner input
device and video output from the Dicomed Imaginator.
(1984-85)
- Identify, acquire, and interface a color page proof
to the Dicomed Design Stations. (1984-85)
- Develop and implement a life-cycle purchase plan for
copiers. (1984)
device
- Realign copier equipment based on requirements and reduce
the total number of units relative to requirements. (1984-
89)
- Develop and implement a program for monitoring and
forecasting copier supply costs and consumption. (1984-85)
- Study the impact and make recommendations for the
consolidation of all Agency television maintenance
contracts. (1985)
- Coordinate Agency teleproduction requirements for the new
Headquarters Building. (1984-87)
- Coordinate requirements for an Agency foreign video
conversion device. (1984-85)
- Develop a plan for the consolidation of the Television
Management Program to include budgeting, acquisition,
placement, and maintenance of all Agency television
production equipment. (1984-86)
- Coordinate P&PD initiatives and support requirements for
the new Headquarters Building. (1984-87)
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- Provide tedhnical guidance and coordinate P&PD interfaces
and production support for the FBIS/JPRS modernization
program. (1984-87) -
- In conjunction with ODP and OC develop a P&PD position on
support to Output Information Media Centers. (1984-85)
- Undertake a joint ,study with ODP which will address the use
of and management responsibility for laser/printers as an
alternative printing production method. (1984-85)
?
- In conjunction with Photography Branch develop and make
recommendations or P&PD support to optical disk production.
11984-86)
- Administer and coordinate the Division's .Quality Circles
Management Program. (1984-89)
- Coordinate the Division's Safety Program.
(1984-89)
- Conduct a P&PD-wide office automation study and determine
what, if any, changes and/or equipment acquisitions are
necessary. (1984-85)
- Conduct a study of present P&P Building utilities
capabilities as a means of identifying future upgrading
requirements to meet anticipated equipment needs. (1984-
85)
- Continue to identify future equipment needs, and their
impact upon present/future utility capacities in order to
provide sufficient lead time for required upgrading.
(1984-89)
- Coordinate P&PD space requirements for the new Headquarters
Building. (1984-87)
- Develop and coordinate an,initiative for the expansion of
the current P&P Building. (1984-87)
- Develop an accurate automated monthly budget reporting
system based on Requisition and SOC P&PD/MIS input data.
(1984-85)
- Develop other supply records which will provide data on:
trends in stock usage; percentage increases/decreases in
cost over a selected period ot time; and current and
projected on hand/on order balances. (1984-85)
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4.1 Summary
While the P&PD 1984-88 Strategic Plan may be ambitious, the
goals and objectives are obtainable and are necessary if the
Division is going to continue to support the Agency printing and
photographic production requirements with high quality output in
a timely fashion. This document, like any strategic plan, is
dynamic and will be changed and updated as necessary to reflect
current management positions on support requirements.
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PRINTING AND PHOTOGRAPHY DIVISION
STRATEGIC PLAN
1984 ? 1988
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TABLE OF CONTENTS
Section 1 - Overview
1.1 Introduction
1.2 Scope
1.3 Policy and Guidelines
1.4 Assumptions
1
2
2
2
Section 2 - Requirements
2.1 Division-Wide
5
a. Traditional High Quality Printing
6
b. Electronic Printing
7
c. Photography
8
d. Micrographics
e. Graphic Design, Motion Picture,
and Teleproduction
9
9
2.2 Prepress Branch
10
2.3 Press Branch
10
2.4 Bindery Branch
11
2.5 Other Printing Related Plans
12
2.6 Photography Branch
13
2.7 Office of Management Support
16
2.8 Other P&PD Requirements
21
Section 3 - Goals and Objectives
3.1 Division-Wide
24
? 3.2 Prepress Branch
25
3.3 Press Branch ?
26
3.4 Bindery Branch
27
3.5 Photography Branch
27
3.6 Plans, Programs and Systems Staff
31
3.7 Logistics Services Staff
35
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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 1984-1988 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 and
teleproduction, video tape replication, multimedia presentations,
briefing aids and computer graphics, and still photographic
support to the Agency. The support will be provided in the
Printing and Photography Building, Headquarters Building,
Headquarters Building addition, and the Headquarters Auditoriums.
Additionally, the requirement to administer the Agency's Copier -
Management Program and the Agency's Television Production
Equipment Program will continue. There will 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
increase capacity and 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. glong 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.
The intensive use of per-nel management techniques, such.as
the Quality Circle Program, will, him. e&t 11 levels and
shifts within the Division.
1
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1.2 Scope
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This plan will become the basis for developing P&PD
objectives that will facilitate efficient and cost effective
production and/or operation methods in support of the Agency's
requirements, These objectives will include both budgeting and
personnel resource considerations.
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 and for providing audio visual and teleproduction
support to the Agency Headquarters Auditorium. 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. P&PD is also
charged with the responsibility for a coordinated program for the
acquisition, maintenance, and disposal?of Agency television
4111 production 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 thej.ong range planning
process. This planning process must include: personnel
projections, career development and training; 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 investmcmts 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 hours a day, seven days a week service
to support increased production requirements and increased
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requirements such as staffing for new Headquarters Building
facilities 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 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 to keep up with ever-increasing
customer demand and to adapt to automated and sophisticated
integration of traditional technologies.
(5) P&PD will be required to staff Output Information
Media Centers throughout the Washington metropolitan area.
(6) Future P&PD line managers will have to become
information management specialists instead of only printing
and/or photography specialists.
(7) P&PD will have to develop more technical expertise
to provide maintenance support for newly acquired
electronic production equipment.
c. Program Support
(1) P&PD will continue to support the Agency Copier
Management and Television Management frogram.
(2) Through consolidation or electronic interface,
P&PD will provide centralized support for the Agency
computer graphics program.
(3) P&PD will support the development and
implementation of an Agency Headquarters Output Media
Center.
d. New Technologies
(1) P&PD will totally automate its prepress printing
operation for standard format publications.
(2) 47PD will become involved in the laser/electronic
printing tech73:r .77rpnrt 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 and optical disc requirements.
3
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e. Facilities Management
(1) 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.
(2) Expansion' of the P&P Building will be -necessary as
production support requirements increase.
f. Manasement 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 plant
loading information as well as productivity measurement and
waste measurement.
(3) A staff study will be undertaken to define
Division office automation requirements.
4
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2.1 Division Wide
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Section _2 Requirements
Changes internal and external to P&PD will influence the
organi2ational 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 communications capabilities. Internally, P&PD is
attempting to integrate the majority of its production hardware
and to automate its production operation wherever possible.
Additionally, P&PD is developing electronic interfaces
(through the Office of Data Processing's (ODP) IBM/VM/Computer
system) with its Electronic Text Editing and Composition System
(ETECS) and its customers' production equipment. By 1986, P&PD's
prepress operations should be totally automated and incorporated
into an Agency-wide publishing network. P&PD is also expanding
its computer graphics output support with electronic interfaces
to the ODP mainframe computer system.
This expanded and continued dependence on data processing
support demands that P&PD management and personnel develop a
greater ADP expertise.
In the mid to late 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.
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.
Increaspd Agency personnel strength, particularly in the DDI,
along with printing, photographic., teleproduction, and computer
graphics' supportto the new Agency Headquarters Building, will
place greater demand on P&PD resources in the late 1980's.
In supporting the Agency's information production
requirements, the following areas must be addressed:
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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) The acquisition of an automated page makeup
system combined with electronic cameras, color scanners,
and ETECS-like systems will make totally composed pages,
even to the inclusion of graphic material, possible.
(3) 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 manual jobs.
(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 Xerox
2700s, or electronic proofing devices 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 operating
efficiency, the technological advances in traditional
printing capability will be aimed at dealing with what
P&PD sees as significant growth in a variety of customer
demands.
' (7) Printing support for the Intelligence Community'
is likely to increase, and the variety And volume of
u.r.cla:1:6ified 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 ?
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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/OCPAS 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/OCPAS will coordinate future
system acquisitions which will impact on both components'
operation. Because of the goal of having all
intelligence information in digital form, CPAS 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.
(11) The planned automation of FBIS and JPRS
publishing requirements will have a dramatic impact on
P&PD's resources.
(12) P&PD will continue its attempts at
consolidation of the Agency's traditional printing
requirements wherever possible.
b. 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 costs. The best
example of an electronic printing device is the Xerox
9700.
(2) P&PD is studying the feasibility of using
electronic printers as proofing devices for both CPAS and
FBIS/JPRS-publications.
(3) ODP plans to install Xerox 2700
electronic printers in the Agency in the 1984-86
timeframe. This installation may materially impact
P&PD's printing and copying operations. It is essential
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that such equipment is used in a manner that ensures
efficiency and economy. To that end, the
monitoring/management .of these devices should become part
of the Agency printing management program.
(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 systems 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. However,
the possibility that such devices may be utilized to
produce printed matter ?in production quantities in a non-
cost effective manner is real.
? (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's centralized Copier Management System. The
similarity between electrdnic 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.
(6) Responsibility for electronic printing control
is an interesting question. If first initiative, and the
obvious computer relationships are paramount, then
perhaps 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 hardware
devices that Output 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) Increased automation will be required to meet
increasing production demands and shorter job turnaround
requirements.
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(2) Innovations in electronic photograohy; such as,
digital cameras and printers, image enhancement devices,
etc. will be researched for application in Photo Branch.
(3) New developments in computer graphics and
electronic interfaces will require additional specialized
training initiatives as well as new production demands in
COM, photo finishing operations, and Design and
Presentation Services.
(4) Implementation of the newly developed
Photography Apprenticeship Program will require training
initiatives and increased rotations branch wide, placing
demands on all production elements.
(5) New high speed films will be tested and
applications improving quality or proving worthwhile for
production will be adopted.
d. Micro/Photographics
(1) As updatable micrographic systems and optical
disk 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 optical disk, whereas smaller
individual office data bases will probably be converted
to micrographics. Some offices may utilize both systems.
(2) COM production will continue to grow through the
mid to late 1980s. 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, video/optical disk production, and
Computer Aided Design (CAD) systems.
e. Graphic Design, _Motion Picture, and
Teleproduction
(1) Computer graphics and automation will play a
large role in supporting the Agency's design and
presentation requirements through the mid to late 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 will 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, and/or color Xeroxes.
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(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 to late 1980's. The way in
which the services are provided, however, and in some
instances, the types of services requested, face drastic
changes, particularly in the area of electronic and
computer skills.
(4) Teleproduction requirements will increase in the
mid to late 1980s as will support to the Headquarters
Auditorium. Additionally, P&PD will be required to
provide audio visual and teleproduction support to an
auditorium/classroom facility planned for-the new Agency
Headquarters Building.
2.2 Prepress Branch
The acquisition and implementation of the digital prepress
system, which began in 1982 with the procurement of the laser
platemaker, electronic camera, color scanner, and APS/5-100 G
phototypesetter, should continue during the subject period. A
mid to late 1980s total system integration is still anticipated.
Momentum towards this goal will be maintained through the
acquisition and intergration of that equipment with other Agency
text and graphics processing systems.
In addition to the initiatives outlined above, P&PD will
continue to work with DDI/CPAS, FBIS, ODP, NPIC, and other
components in the Agency to develop and implement an Agency-wide
publishing network.
Prepress Branch will continue to work with and support CPAS
offices in initiatives to automate and expand their publication
efforts.
Additional training of Prepress personnel will be necessary
as traditional skills are replaced and/or augmented by automated
processes.
The Prepress ETECS GJ-56 Headquarters area will be expanded
in 1984 to accommodate additional text processing equipment for
support of current intelligence printing requirements.
2.3 Press Branch
The support requirements for traditional high quality
printing will continue through the mid-1980s. Although use of
electronic printing devices may offset this requirement somewhat,
the automation of Prepress and the electronic interfaces will
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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 no 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
acquiring additional equipment for backup and redundancy, and
increased capabilities such as a four color press and updating
the Branch's capabilities by replacing older equipment items.
? These equipment enhancements will allow the Press Branch to
become more efficient in its overall operation.
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, including robotic technology, 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 study will be completed in 1984 to
determine what, if any, areas within the Bindery Branch can be
automated. Early indications are that the following
equipment/system changes and/or enhancements will have to be
accomplished in the mid to late 1980s:
a. 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.
b. Automated Paper Cutters
Replacement of three power cutters with new equipment
having programming capabilities and advanced safety
features will improve paper cutting operations.
c. 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
the FBIS production.
d. Utilization of Xerox Equipment
in Producing JPRS_Publications
With the merger of the JPRS printing plant into P&PD, a
third shift at the Bindery and Reproduction Center will be
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implemented in 1984 and will utilize Xerox equipment in
producing JPRS publications.
In addition to the items outlined above, efforts will be made
to acquire and install an automated waste/trim collection system
in the Bindery and Press areas. This system will not only create
a cleaner more efficient environment, it will save the Government
money and, preserve a natural resource through the collection and
recycling of waste paper.
The addition of a new Headquarters Building will impact the
Bindery Branch because of a requirement for a satellite Bindery
and Reproduction Center. This facility will require both
equipment and personnel resources in the 1986-87 timeframe.
Efforts will be made to automate the FBIS and JPRS
dissemination lists through an ODP VM system in 1984. If these
efforts are successful, other Agency dissemination lists may be
incorporated in the future.
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 envisiohed 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 may complement the combined
composition and camera/stripping operations now incorporated in
the Prepress Branch. A staff study will be undertaken to explore
alternative methods of operation.
Finally, P&PD expansion into the new Headquarters Building
and expansion of the P&P Building itself will be necesbary.to
meet ever increasing production demands and to alleviate floor
space problems in the existing P&PD facilities. '
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2.6 Photography Branch
The P&PD Photography Branch was recently reorganized into two
major production groups; Photographic Scheduling and Production
Control Group; and the Graphic Design, Motion Picture, and
Television Group. The former group is responsible for
micrographics, and black and white and color still photographic
production, while the latter group is responsible for
presentation and publication graphic design and production,
multi-media production, motion picture and teleproduction
support, and support to the Agency Headquarters Auditorium and
1A-07 Classroom facility. These two production groups are
supported by an Administrative and Quality Control Staff. A
Photography Apprenticeship Program has also been recently
designed. This program will be in effect in April 1984 and will
impact both the Branch's production process and the career
development of personnel.
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 production areas to accommodate automation, and
implement the new Photography Apprenticeship Program.
a. Photographic Scheduling & Pr.oduction Control
Group (PS&PCG)
This group includes all micrographic and photo finishing
operations within P&PD. Major challenges facing PS&PCG will
be: the development and implementation of basic production
reporting procedures and record keeping methodology which are
compatible with the P&PD Management Information System;
implementing job loading models, continue to automate manual
operations, improving technical skills, and reducing job
turnaround time.
Both micrographics and photo finishing operations will
continue to automate, requiring retraining efforts and major
equipment purchases. In addition, new staffing will be
required to maintain growth in the color and still photography
areas.
New initiatives in source document microfilm and Computer
Output Microfilm (COM) will require an extensive evaluation of
the Agency's role in this area and P&PD's ability to support
Micrographics.
One such initiative which could impact this area is the
possible consolidation of all microfilming operations Agency
wide and the increased use of computer data bases. P&PD
customers who have been accustomed to real time service will
need to be given easier job requesting procedures and quicker
job thruput. P&PD will continue to support and improve the use
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of electronic data links between ODP mainframe computers and
COM Center.
In the photo finishing area, shifting workloads from black
& white to color photography will require new staffing and a
greater emphasis on personnel skill levels. Black & white
production will be completely automated with the exception of
special intelligence requirements. Color photo finishing
operations will be researching new electronic imaging processes
and new films which are faster and lower in silver content.
Major renovations to the Photography Branch facility can be
expected in the micrographic and black & white photo finishing
operations. This will be required to accommodate new automated
production equipment and improvements to the basic lab design
and the overall job work flow.
b. Graplac Design, Motion Picture/
Television Group
1. Design and Presentation Services
The Graphic Design, Motion Picture & Television Group
(GDMPTV) is comprised of two main production elements,
Design and Presentation Center (D&PC) and Motion
Picture/Televksion Center_ (MP/TV). 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.
As the Agency's computer 9raphics requirements continue
to grow, additional 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 graphics design stations. 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
P&PD graphics design stations. A direct interface between
the Dicomedia graphics design station and the Dicomed COM
recorder will complete communication between D&PC, COM
Center, and the customer. This will be extremely
beneficial for improving design services and job turnaround
times.
D&PC should have an inCteased.pi:olricy i...audio
visual presentations to include 15-projector capability,
efficient portability, and improved sound reproduction.
With MP/TV personnel being utilized for out-of-Division
operations, D&PC designers should be cross-trained on MP/TV
equipment to backstop presentation requirements. .
Additional PB personnel should also be competent on D&PC's
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graphic design stations to backstop increasing slide demand
(these personnel should have some graphic or commercial
training).
? D&PC should be able to maintain the space that is now
occupied without additional requirements.. New
organizational ties with the MP/TV, however, may call for a
redefinition of the utilization of existing spatial
arrangement. In addition, the computer graphics systems
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.
With the Current trends for increased demands for
presentation,graphics, D&PC may have to expand its
operations to two or possibly three shifts. Additionally,
D&PC personnel will be required to rotate to the Planning
Services Staff for publications design support.
As the new Headquarters Building becomes occupied in
the late 1980s, D&PC may be involved in consolidation
efforts for the Agency's graphics arts shops.
2. Motion Picture/Television (MP/TV)
The Motion Picture/Television operation has been
traditionally involved with motion picture productions and
audiovisual support. Now, however, new initiatives in the
video recording and replication area will require increased
staffing, space renovation, and major equipment purchases.
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.
Cross training will be required by MP/TV staff in
Design and Presentation functions as the two areas become
more involved in major productions, especially in the area
of computer graphics and their capabilities to produce
animation.
Teleproduction support requirements will continue to
increase as will support requirements for Headquarters
Auditorium functions. Because of the rapid changing video
technology, this group will constantly be required to
receive training in the new technologies and equipment.
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Additionally, large amounts of capital investments will be
necessary to maintain state-of-the-art equipment.
In order to provide adequate support in a timely and
professional fashion, massive renovations to the
Headquarters Auditorium will be necessary in the mid to
late 1980s.
In addition to the existing Headquarters Auditorium
support, this group will be .required to provide audio
visual/teleproduction support to the new Headquarters
Building Auditorium/Classroom. This support will require
extensive equipment investments in addition to two new
positions.
In the mid to late 1980s, there will be a requirement
for providing closed circuit television support to the
Agency Headquarters Building. Also, by the mid 1980s, a
requirement will exist for providing foreign video format
conversion support to Agency components. These
requirements will have to be met by P&PD or some other
component in the Agency.
d. Quality Control Staff
In order to Consistently- provide high quality products,
the Photography Branch's Quality Control program should be
enhanced. The senior quality technician will 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 will 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. In addition to quality control support,
additional Branch maintenance support will be necessary to
maintain all the production equipment at peak operating
efficiency.
2.7 Office of Management Support
a. Plans, Programs, and Systems Staff
. 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.
Additidnally, PP&SS is responsible for providing ADP
support to the Division and administering Agency-wide
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programs for copier management and the acquisition of
television production equipment. The following support
initiatives will be required during the subject planning
period:
1. General Staff Support
A primary responsibility of the staff during the
next 1-3 years will be to study and recommend systems
for continued automation of the printing and
photography production operations. These
systems/production processes will include: a) a
digital prepress/Agency Automated Publishing Network
System; b) automation of press and finishing
operations; c) the initiation and implementaton for
more electronic interfaces between P&PD and its users;
d) the anticipated support requirements of
optical/video disk production for information storage
and retrieval; e) enhanced micrographics production
support; f) greater utilization of computer graphics
systems; and, g) greater teleproduction support.
PP&SS will continue to provide facilitator and
coordination support to the division's personnel
management initiatives such as the Quality Circles
Program. Such programs could be expanded to include
every shift and group within the Division.
Joint staff studies will be undertaken to address
duplication of efforts in printing and photographic and
computer graphics areas within the Agency and
recommendations will be made for consolidation of these
efforts where possible.
2. ADP Support
The primary ADP support during the subject period
will be the completion of development and further
enhancement of the P&PD Management Information System
(MIS). This system will not only provide supply
inventory and job tracking information, but will also
provide job loading, productivity measurement, waste
measurement, and budget projections. The system will
be supported by over 26 Delta Data terminals located
throughout the Division and two centrally located Xerox
2700 laser printers. A three person data entry staff
will L.., ,reated in mid 1984 to provide centralized data
.-entry r1,1717.ort F:- information. The MIS will
be developed using the NOMAD data base management
system, which- has a very, strong query language. There
will be few structured reports created via the MIS.
The majority of the reports will be generated via ad
hoc requests from P&PD management.
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As part of the Office of Logistics Data
Administration Service (DAS), the P&PD ADP support
group will be heavily involved with the Logistics
Integrated Management Systems LIMS) development group.
They will identify P&PD requirements for LIMS and help
develop any interfaces necessary to transfer P&PD
generated data to LIMS.
The P&PD ADP. support group will be heavily involved
in the development and implementation of the Division
Digital Prepress initiatives. In Conjunction with this
initiative, they will be responsible for the
development and coordination of electronic data links
between P&PD and printing/publishing customers
throughout the Agency.
A major initiative by FBIS to modernize the
publication of their Daily Reports and JPRS reports
will require P&PD ADP involvement and support.
In 1984, the ADP group will undertake an office
automation study throughout P&PD. The purpose of this
study is to determine the application(s), if any, for
word processors and/or personal computers in the
Division.
In the mid to late 1980s, the ADP group will be
involved in the extensive network of electronic
interfaces for P&PD computer graphics support.
In addition to the above requirements, the ADP
group will be involved in ad hoc ADP related production
support requirements and the development of software
systems and software enhancements to support P&PD
programs, management, and administrative support
requirements. In conjunction with the OL/DAS, there is
an additional requirement to provide some ADP support
to the Logistics Services Division.
3. Copier Management/Television_Program
Support
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 copiPrs, 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 goals of the program are obtained
without restricting the availability of required
services. This program will require:
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a) 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.
b) -Development of a statistical data base on the
cost and consumption of expendable supply items for
copiers. Accurate figures on the cost and consumption
rate of supplies by vendors will provide a basis from
which Blanket Purchase Agreements (BPA) can be
developed. Through the use of a BPA for copier
supplies, the Agency can reduce supply shelf
inventories, realize an overall reduction in copier
supply costs, and reduce copier maintenance
requirements through_unUormity in supplies.
Hc) 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.
4. Television Management Support program
P&PD is ?tasked with administering an Agency-wide
Television Production Equipment Management Program for
the acquisition, maintenance, and disposal of
equipment. This program is currently operated in a
coordinated capacity only. The following initiatives
will be undertaken in the subject Period to expand the
television program support:
a) IA the mid 1980s, efforts will be undertaken by
Pg.,Pn. to cln.solidate all Agency maintenance contracts
for television production equipment. This action will
give P&PD better control over the television management
program and will ensure overall Agency savings and a
more responsive approach to television maintenance
problems.
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b) In 1984, the Television Program manager will
coordinate the acquisition of a foreign video standards
conversion device that will be used to satisfy Agency
requirements in this area.
c) In early 1984, an Agency-wide television
production equipment rinventory will be completed with
copies distributed to interested Components throughout
the Agency. The purpose of this .inventory will be to
maintain a listing of Agency capabilities through which
we can try to eliminate, where possible, the
acquisition of duplicate systems. This inventory will
be maintained and updated by P&PD.
dl As the Television Management Program expands,
an additional P&PD position will be necessary to
provide support.
. Nearly all the programs outlined above require
personnel with Automatic Data Processing (ADP)
knowledge and expertise. Greater emphasis must be
placed on ensuring that personnel assigned to PP&SS
positions have or acquire an expertise in the ADP field
in order that they may effectively support the
requirements of the staff and the Division, and to
train other P&PD personnel in the operation and use of
ADP equipment.
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 P&PD. The constantly rising
cost of expendable 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. 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 will be accomplished in 1984.
3. 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
completed during 1984. This report will become part of the
NOMAD based P&PD MIS.
4. 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 of these
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responsibilities, it becomes obvious that a greater amount
of procurement/contracting support will be necessary to
support these requirements.
5. In the 1984-85 timeframe, LSS will become heavily
involved with the commercial contractor who will be
responsible for the building maintenance and -
responsibilities taken over from GSA.
6. The LSS Maintenance Staff will implement a split-
shift work schedule in 1984 in order to better satisfy
Division maintenance requirements and minimize overtime
usage. Additionally, Maintenance Staff personnel will be
required to be trained in electronics in order to provide
better overall support to the Division.
c. Administrative Staff
_
Tasked with the management of over people and
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 will be placed on the P&PD MIS. This automation of
record keeping would relieve some of the burden of 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,
Press, Bindery, and Photography. 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 resources
will be required to keep pace with new development in these
areas.
b. Space Requirements
1. The Printing and Photography Building became
r,Tarational in 1967. Since that time, the building and ii
personnel have had to adjust to constantly increasing
requirements; newer, larger, 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. The
current space must be augmented by expansion of the
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existing building and/or new space on the Headquarters
compound, if the division is to increase its capabilities
and production capacity.
2. Plans for an additional laser platemaker, and a
46" 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.
3. The increasing requirements for video replication
and other audiovideo services are taxing the physical
limits of the Motion Picture/Television Staff, Photography
Branch. Escalating demands for color photography and
processing has realized some relief in the past year as the
6-year old Color Lab renovations project is finally drawing
to a close. However, increasing requirements will probably
demand further renovations.
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. A study will be
undertaken on the feasibility of expanding the current COM
Center and/or moving the facility to the main printing
plant.
5. New equipment: Presses, platemakers, color
scanners, dissemination addressers, video tape replicaters,
and audiovideo expansion will continue to eat up available
space and require additional upgrading of building
utilities.
6. A 1981 and 1983 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 and completion Of the press air compressor
relocation project is necessary.
7. Supply storage continues- to be a problem,
necessitating Recent
surveys and investigations have identified inadequate
storage and safety facilities, particularly in light of
hazardous chemicals and solvents. One possible solution to.
?
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some of the problems is the installation of an alcohol
storage tank for the P&P Building.
8. The planned new building on
compound, which will accommodate
employees now resident in suburban rental facilities and
the projected growth in Agency personnel resources, 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. Possibilities
for resolving any dire space requirements include the
excavation of approximately 10,000 sq. ft. of crawl space
under the south end of the P&P Building or the addition of
a third floor to the building.
the Headquarters
c. Quality Assurance
Either as part of PP&SS or part of a Division Quality
Assurance Staff in the 1984-85 timeframe, it will be
necessary to add a position to the Division to develop and
support a quality assurance program for the Division's
printing production support functions.
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Section 3 Goals 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 Divison'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/OCPAS and other Agency components in the
planning 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 ODP and the Office of
Communications (OC), define requirements, identify
equipment, and provide support for Output Information Media
Centers to be located in Agency buildings throughout the
Washington Metropolitan area.
- Continue automating production systems whenever and
wherever possible.
- Continue to identify and consolidate, wherever
possible, Agency printing and photographic production
support facilities.
- Expand and renovate existing facilities to meet
increasing production support requirements.
- Work with ODP in developing electronic interfaces
between users' equipment, the ODP Computer Center, and P&PD
production equipment.
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- Acquire 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
facilities available to Agency customers.
- Provide DDI/OCPAS 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.
- Reexamine organizational and functional alignments to
efficiently utilize newly acquired technology.
- Place continued emphasis on organizational development
management programs, such as Quality Circles.
- Develop and support Quality Assurance Programs for the
various production processes within the Division.
- Continue to identify and request the necessary
resources to support increased production requirements.
3.2 Prepress Branch
The primary goal of the Prepress Branch over the next 1-5
years is the implementation of a digital prepress system which is
to be incorporated into an Agency-wide Publishing Network. In
support of this and other branch initiatives, the following goals
and objectives have been identified:
- Continue the incremental implementation of the P&PD Digital
Prepress System with the following hardware/software
acquisitions and installations:
a. ATEX Release 4/CPAS Edit/system installation and
implementation (1984)..
b. Acquisition and installation of two EOCOM Laserite V
Laser Platemakers (1984).
c. Acquisition and installation of an automated pagr
makeup system (1984).
d. Acquisition of Area Composition File Management. System
(1985).
e. Acquisition of an HCM Combiskop system to create,
enhance, and digitize graphics data (1986).
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if ? Acquire, install, and interface laser rylatemaker
raster image processor (1986).
Fully integrate digital prepress system with the
Agency Publishing Network (1986).
g?
h. Support DDI/DDS&T imagery information processing
through the Digital Prepress System (1987).
- Support FBIS/MIDAS and JPRS automation and integration into
the P&PD Digital Prepress system.
- Develop the expertise for the operation and implementation
and support to Digital Prepress and the Agency Publishing
Network.
- Provide typesetting support for an Agency Output Media
Center.,
- Increase page composition/typesetting support to FBIS and
JPRS publications.
3.3 Press Branch
The following system/equipment_acquisition will be necessary
within the next 1-5 years in ordee to meet increasing production
requirements.
- Acquisition of a second Web Press to provide backup and
redundancy and to support increased requirements (1984).
- Acquire a four color 28"x40" sheet fed perfecting Press
(1985).
- Acquire a four color 36x40 sheet fed perfecting press
(1986).
- Replace the AB Dick and AM duplicating presses with 12x18
Heidelberg presses. .
Update and automate the Press Branch paper cutter (1986)
In addition to equipment items outlined above, extensive
renovations to the press area will have to be accomplished in the
1984-85 timeframe.
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3.4 Bindery Branch
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Automation and equipment changes in other branches will
greatly impact the Bindery Branch in the subject period. In
order to respond to the increased requirements, the following
goals and objectives have been established:
- Conduct a staff study of the Press and Bindery production
processes to determine the feasibility of simplifying and
ugrading finishing capabilities through automation,
including the use of Press-to-Bindery equipment and
robotics.
Complete the Bindery Automation Study and determine the
initiatives necessary to meet the requirements (1984).
- Acquire and install automated paper waste/trim system
(1984).
- Acquire a Xerox 9900 as a replacement for existing Xerox
9500 equipment (1984).
- Work with FBIS and JPRS to enhance the automation and
transmission of their distribution lists (1984).
- Purchase inline gatherer andtrimmer system (1985).
- Acquire necessary Bindery automation equipment robotics
(1986).
3.6 Photography Branch
In order to satisfy the Photography Branch's production
support requirements, the following general goals and objectives
must be addressed in the next 1-5 years:
- Continue to seek new methods of automating Branch
production processes (1984).
- Implement newly developed apprenticeship program for Branch
employees (1984). '
- Renovate building to provide for more orderly workflow
(1984).
- Implement production control system (1985)
- Renovate auditorium (1985).
- Develop a completely automated quick response unit to
respond to Agency priority requirements (1986).
- Identify equipment and personnel to staff a mobile
production unit (1986-1988).
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- Establish criteria and necessary equipment for an image
enhancement capability (1987).
- Expand and renovate a multimedia production area.
In addition to the overall general goals and objectives for
the branch, the following specific areas must also be addressed:
a. Photographic Scheduling & Production
Control: Group (PS&PCG)
1. 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. Also develop a
management support position on source document
microfilming.
- Seek automated production capabilities through
existing micrographics vendors or have an organization
such as the Census Bureau develop automated production
equipment.
- Keep abreast of technology changes as they pertain
to the production and utilization of micrographics.
2. Computer Output Microfilm (COM) Support
- Provide 24-hour turnaround time for alphanumeric
COM customers (now averages 8 days).
. - Micropublishing capability from tapes generated in
Autologic's 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
eliminate the need for generation of tapes in APS format.
- Continue implementation procedures for computer
graphics datalink (PPDMED) and A17elop ADP workflbw
,procedures to maintain increased production rPrvirements.
- Complete black & white alphanumeric conversion to
AUTOFICHE format.
- Develop a numbering control system for color
graphics.
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- Develop electronic records database fo'r job
information.
- Acquire more space to improve working conditions
and workflow processes.
3. Black and White Photography
Black and white photography goals and objectives 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 the existing 8x10
copy camera.
Develop work procedures and new applications for
the, Brown Process camera.
- Acquisition of a large format enlarging
system.
- Replace Kodak versamat.
- Replace contact printing devices.
- Modify and update 70mm camera/process
units;
- Acquisition of Micro Processor controlled black
white printer processor units.
- Acquisition of additional high-speed copying
systems.
4. Color PI12122Elphy
As production requirements for color photo finishing continue
to increase, the following actions will be necessary to provide
support:
- Increase staffing to meet customer requirements.
- Extensive equipmeni- purchases for replacement
automation of production proc.essA-
- Acquisition of large format paper
processors.
- Acquire and install vertical enlargers.
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- Continuo automation with new advanced studio color.
'.printers.
- Acquire an additional Ilford color
copier/processor.
- Replace negative film processor (C-41).
- Acquire direct color reversal print
processor.
b. Graphic Design, Motion Picture
and Television Group (GDMIiiifV)
1. Design and Presentation Services
- 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 online interface between the
Dicomedia Graphics Design Station and the Dicomed COM
Recorder.
- Acquire a Polaroid Vu Graph adapter for the Itek
Camera Processor.
- Continue training initiatives for all staff members
on computer graphic design stations.
- Provide back-up support for MP/TV personnel for AV
presentations.
2. Motion Picture/Television
_ _
- Expand video tape replication facilities to include
more 1/2 inch recording capability, film-to tape transfer
capability, and editing capabilities.
- Cross train .7.?loyees.between.the.Motion
Picture/Television and De9ign and. Presentation Services.
- Augment staffing to support increased production
requirements.
- Research and develop new equipment requirements to
maintain state-of-the-art teleproduction requirements.
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- Acquire necessary equipment to support a closed
circuit television network throughout Headquarters
Building.
- Acquire and support a foreign videotape conversion
system.
- Provide support to new Headquarters Building
Auditorium/Classroom.
3. Headquarters Auditorium
_
- Establish rear-projection facility to eliminate
unsatisfactory front projection of both film and
television images.
- Relocate videotape production equipment in room
T-16 to Auditorium projection booth. Update sound system
for accomplishing complete audio coverage of auditorium,
for both public address and audio recording requirements.
- To accomplish these improvements an engineering
survey is required. This has been identified in FY85
equipment replacement/modernization. General estimates
are as follows:
FY 85 Survey $ 5,000
FY 86 Construction $300,000
FY 87 Equipment $150,000
4. Quality Control
- Expand the Division's quality control/assurance
function to include both photographic and printing
functions. This expansion may include both the scope and
amount of positions necessary to support the program. It
may also include an organizational relocation of the
program.
- Research new quality control techniques and
equipment to improve existing procedures.
3.6. Plans,_Programs,_and Systems Staff
a. Division-Wide Projects
- Define req! rents,, hardware/software
capabilities, make equipment recommendations, and plan
implementation of a digital prepress system. (1984-87)
- Define requirements and coordinate P&PD inputs for
the DDI/DDS&T Briefing Board Imagery Transmission System
(BITS). ? (1984-87)
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- Develop and support initiatives for .consolidation of
the Agency's printing, photographic, and teleproduction
services. (1984-89)
- Coordinate P&PD initiatives and support requirements
for the new Headquarters Building. (1984787)
- Provide technical guidance and coordinate P&PD
interfaces and production support for the FBIS/JPRS
modernization program. (1984-87)
Develop a mechanism for monitoring material usage and
waste throughout the Division. (1984-85)
_
Develop a greater personnel expertise in ADP.
(1984-89)
- In conjunction with ODP and OC develop a P&PD
position on support to Output Information Media Centers.
(1984-85)
- Undertake a joint study with ODP which will address
the use of and management responsibility for laser/printers
as an alternative printing production method. (1984-85)
_
- In conjunction with Photography Branch devjelop and
make recommendations on P&PD support to optical disk
production. (1984-86)
- In conjunction with LSS, study and make
recommendations on an automated preventive maintenance
program for P&PD. (1984-85)
- In conjunction with ODP, develop more electronic
interfaces between P&PD/ODP and Agency users. (1984-87)
- Pursue the utilization of electronic printers to
satisfy some of P&PD production requirements. (1984-85)
- Determine P&PD requirements, if any, for the Xerox
9700 composition/graphics software package that has been
installed by ODP. (1984-85)
- Administer and coordinate the Division's Quality
Circles Management Program. (1984-89)
- Coordinate the Division's Safety Program.
(1964-69)
- Enhance the Automated Copier Management Program to
include a facility for copier selection based on volumes
and cost.
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- In conjunction with P&PD management, identify
normative standards for quality control in terms of
production volumes and material waste, and develop a
mechanism whereby these standards can be Measured in the
P&PD/MIS. (1984-85)
b. Copier Management
- Develop and implement a life-cycle purchase plan for
copiers. (1984)
- Realign copier equipment based on requirements and
reduce the total number of units relative to requirements.
(1984-89)
- Develop and implement a program for monitoring and
forecasting supplies costs and consumption. (1984-85) .
c. Television Production Eql_lipment Management _Program
- Study the impact and make recommendations for the
consolidation of all Agency television maintenance
contracts. (1985)
- Coordinate Agency teleproduction requirements for the
new Headquarters Building. -(1984-87)
- Coordinate requirements for an Agency foreign video
conversion device. (1984-85)
- Develop a plan for the consolidation of the
Television Management Program to include budgeting,
acquisition, placement, and maintenance of all Agency
television production equipment. (1984-86)
d. ADP Support
(1) Information_Systems
- Develop, implement, and enhance a NOMAD based P&PD
Management Information System. (1984-85)
- Establish and implement a centralized P&PD Data Entry
Staff. (1984)
- 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
allow for the projection of replacing equipment with a
record of inordinate amounts of unscheduled maintenance and
down time. (1984-85)
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-.Integration of the P&PD MIS data into LIMS. Current
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. (1984-87)
(2) COM/Computer Graphics
- Complete development online interfaces to the Dicomed
and 3M COM recorders. (1984-86)
- Interface Dicomed Graphics Design Stations with the
ODP IBM/VM system and the Dicomed Recorder. (1984-85)
- Develop an interface between the Dicomed Imaginator
and the HCM Color Scanner. (1985-86)
- Study the feasibility of interfacing a video scanner
input device and video output from the Dicomed qmaginator.
(1984-85)
- Identify, acquire, and interface a color page proof
device to the Dicomed Design Stations. (1984-85)
- Conduct a feasibility -study, on the expansion and/or
relocation of the P&PD COM Center to the Main Printing
Plant.
(3) Prepress
- Identify, acquire, and interface a laser printer page
proof device for the ETEC/Digital Prepress System. (1984-
85)
- Full implementation of the bi-sync data link to allow
for two way transmission of data between ETECS and ODP's
VM/370 system. (1984-85)
- Installation of a laser platemaker Raster Image
Processor (RIP) capable of imaging plates from the data in
either Autologic's Phototypesetter format or the
platemaker's native language. (1985)
- Integration of the color and black and white scanners
into the P&PD Dlgital Prepress System. (1985-1986)
- Ability to merge both text and graphics in page
format prior to on-line transfer to laser platemaker.
(1986-87)
- Integration of various P&PD Prepress systems with
other systems in the Agency to develop an Agency-wide
publishing network. (1986-87)
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ADMINISTRATIV AL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/26: CIA-RDP12-00036R000100230001-5
Declassified in Part - Sanitized Copy Approved for Release 2013/08/26: CIA-RDP12-00036R000100230001-5
ADMINISTRATIVE - USE CNLY
(4) Other ADP Support
- Conduct a P&PD-wide office automation study and
determine. what, if any, changes and/or equipment
acquisitions are necessary. (1984-85)
- Provide ADP related training on P&PD internal
systems. (1984-89)
- Coordinate all P&PD ADP initiatives.
(1984-89)
- Provide ad hoc P&PD production related ADP support.
(1984-89)
e. p_pace
- Conduct a study of present P&P Building utilities
capabilities as a means of identifying future upgrading
requirements to meet anticipated equipment needs. (1984-
85)
- Continue to identify future equipment needs, and
their impact upon present/future utility capacities in
order to provide sufficient lead time for required
upgrading. (1984-89)
- Coordinate P&PD space requirements for the new
Headquarters Building. (1984-87)
- Develop and coordinate an initiative for the
expansion of the current P&P Building. (1984-87)
3.7 Logistical Services Staff
- Input the P&PD Property Accountability Records into ASAPS.
(1984)
- Develop an accurate automated monthly budget reporting,
system based on Requisition and SOC P&PD/MIS input data.
(1984-85)
-.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. (1984-85)
- In conjunction with PP&SS, develop a preventive maintenance
program for P&PD production equipment. (1984-85)
- Support PP&SS efforts in developing a P&PD requirement for
the operation and maintenance support of the P&P Building.
(1984)
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ADMINISTRATI AL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/26: CIA-RDP12-00036R000100230001-5
Declassified in Part - Sanitized Copy Approved for Release 2013/08/26: CIA-RDP12-00036R000100230001-5
ADMINISTRATI7-7 =NAL USE ONLY
-Identify requirements for contracting officer support to
P&PD, (1984-85)
?
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? ADMINIST ERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/26: CIA-RDP12-00036R000100230001-5