REF ID:A72165 

DISPOSITION FORM 

FILE NO 1.'ecbn1cal Management Board, Project No. lJ . I SUB1ECT 

TO 

'.J , Chiefs ot otrtcea &nn FROM \ISI Mifrlbiir TMB PrOJed DATE r~ J\tty 19SliCoMMENT NO 1 

lo The TMB Wmi 1ng Crr!ltl.p ot subject. projec:t 1a charged with the develop. 

ment ot a plu tor 1Ulduct.ing eompre~ve met.l.ocl &JUr'l9Y8 wit.bin th~ 

operational &1"'9aa n"' the t"T ~ agencieao The project eco~ 18 toz 

&o Cate.tr ~~l e tht< 1uU& &t¥1 mthocl ot .~ng \he l"f1t:o~ed 

n~i' int SJ-:d. :1 .. "'ldWJtl"iu engineel":l.ng tediniqwa ot o;»ratoioni\l 

tnd 'tM. ~..otla 13\l'("V!-)"8 tor detel"Ddnin~; :lJ.111.rovaman\a 4htch cou.J.d 

be t!llltl'• in lht61'"t:9J'lt an.i t1eld pr'Ol.~essing 0P&r&t~on151) The 

follo1'..r..g JA1W'Jt-. ar>e to be covered.t 

(1) 1 ).-~te1"It11a .at"~ ot t.l'le azt.ent o~»r&tional and nwthod. 

·mrwy ! ha.~ liemi \ll" are bein.c~ !!de by the c eypttuorit: 

,\i t'fllt:int:11 w-)IJ. tbs results ach .eved aa a r9&1'.lt. of au.ch ff__.~Ylo 

(2) '.id:.en:.1:,,i,.~ioo ot t..ne valu of a t.WU:al 1«'.t-ranJe 1fl ~~,Y t.}'I rougbout. t.he mt.erce;'lt. and f'iaJ.d }JI'OCSSfling 

iii $.t5a8 t t t"le U.,S. COMD.'T ettnrt.e Such a S\ll'Va.Y t.c 

u- c-lud d.f4tll. under the atand&""d survey e&t&t oria'lt!LL.r aio:- & id organi zatkm, man. 'OWer utillf&&t.!..on, 

1.»"Ciood are ~ ~ equiprsnt. 81'1.d oth.;sr phfsical lw lllt :Le So 

(3) ll~velott-:en.t of a plan tor conducting such a surv Jl" to 

iticl.uda 17aJJ11r pb&ses, t.m achedulea, geographicu C(M'!~f;'I, m.wber and~ ot tieHCrmel requi.t'ed, and 

'li ... t.ir:1t.ii.:d. ccst. 

' 

(i.) ~i¥'\..in1Qt.u 'i.lf tet.al t-:ima requirfd to compl.e'W aurv>:>y, 

includlna P.t""eJ.ial'ation ot repo:'te 

2. The inclooW"a is 1 ttra.i'\. ot a t.J'pieal i\l:dit cbeek-.IJ.Jt..t, t. ie gsneral 

categories ot which~ a-ttMe as a structure '"or 1. check-1.it't. de--reloped 

spscU1calJ¥ tor th~, Jl.U"~So'!J ot" thi• at\1d31 

Jo For guidat1N.' in tuMthor meet.1nga tdth \.be T?1B wol'k.1z ~ group, the 

toll.owing ia reque1~1 

&e ln gei~J:l!E 

(1) Ari./ e«."ll!'lts cmjo'l' recommmd:~ionB on ?Ma l roJect 

I tt.-o Ji.:> ~ a whole e 

CO~<JFI DE~~T I f\L 

D D 9 6 io---6f801-8 tr U I GOV NH T P'•I TUIG GniCll 

I rn~~O REPLACES f'IME FORM 96 I OCT '8 WHICH MAY BE USED 

Declassified and approved for release by NSA on 02-06-2014 pursuantto E.O. 1352a 

' 
- ........ -.... 

bo ~pacW.C11 

(l) Ommnent.s and/or ~ticna an tho genenl e.epaetg 

of the .1nclo&UN11 or my part thereof, pa.rtticularly u 

mtq' involve matters of NSA policye 

(2) Specitic qv.eeticns under each item 1n the inclo11Ul'9, 

the answers to which :vou desire &om the Intereept &nd 

tield processing operations area.a ot the ceyptologic 

agenci.eso (A finally ~com11ended check ... liat will be 

prepared from these questiona and su.bmit.tecl to the 

TMB Projsct Ivoe lJ Working Grcup)o 

oft~ The inclusion or material which would require clasaitication above 

CONFIDWrIAL is not. desired.1 tbereforis, it 1& l'9COgnized that 8CID8 questions 

will have to be phrased 1n general termso 

,_.3 

So A rep:Q' can or betore,;11 Juq S4 is requested u thia meimber is 

committed. to effect coordination and 5'lbmit reca•snandatiana Oil that date"' Ii? 

WNO COMMEilfP, a reply 1ndicat1lag eame ia desiredJ houenr, it no repq 1s 

received by that date it will be preaumsd that there &l"8 no eomments at this 

timao 

Incl a 

a/• 

/ 

~~·¥ JA?O Ee TAX'LOR 

U, USN _ Mantagemant Aeeiatance Branch» OOM!P 

NSA l-'amber11 TMB Project, Noo lJ 

CONFIDENTIAL 
~ .. REF ID:A72165 

CHECK-LIST 

PART I - PLANNING OF OBJECTIVES 

l. Are objectives of the organization planned? 

a. What tangible evidence (in vritten form) of planning of objectives 

is available? 

2. le the mission of the organization clearly understood? 

a. Has that understanding been reduced to words on paper and made 

available to everyone in the organization? 

3. Into what programs is the mission divided? 

a. Are those programs clear-cut'? 

b. Are interrelationships betveen'programs recognized and provided for? 

c. Is the planning of programs coordinated with over-all planning? 

4. Are policies clearly set forth in written tonn7 

a. Are they wideretandable? 

b. Are they current to the extent that they indicate the latest thinking 

of the policy makers? 

5. Can management plans safely be built around existing policy di~~:U-.--... 

and program plans 1 

a. For example, would it be practicable to launch the following long-range 

management pro5rams (if not already in operation): 

(1) Records management and retirement? 

(2) Correspondence management? 

(3) Forms Control and Standardization? 

(4) Control of Administrative Issuances (publications)'l 

(5) Work Measurement? 

(6) Work simplification? 

(7) Reports Control? 

(8) . Budget Formulation? 

(9) Budget administration? 

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PART II - WELL-BAWT OBG~oi[D: A72165 

l. What is the listory, the purpose and current status of each segment of ·· 

the organ1zat1on'l 

a. Why was it established? 

b. Why does it continue to exist'l 

c. Wba~ are its present functions? 

(1) How do they rP.late to: 

(a) Functions of other segments? 

(b) To planned programs 1 

(c) To the mission of the organization'l 

(2) Are they similar or identical to functions performed in other 

segments'l 

(a) For example, multiple groups of teletype operators, etc. 

d. Are there overlapping functions: 

(1) Which can be avoided? 

( 2) Which cannot be avoided 'l 

2. What plans are afoot for organizational changes 'l . 

' 

a. What is ~he basis for such proposed cbangea'l 

3. What is the present scheme tor dividing work'l 

a. By purpose? 

b. By process'l 

c. Is there a tendancy to specialize or the generalize'l 

(1) 

(2) 

(3) 

Does the current tendancy indicate an actual trend toward one 

or the other? ' 

Is this trend goodT 

Are there unexplored areas of possible generalization? 

4. What segments of the organization are charged w1 th conducting external relationships with other organizations! 

a. o:r these, how ma.ny are carrying out their responsibilities effectively'l 

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b. Are related external orga.nizntions or individuals satisfied with 

the service or treatment they get'l 

(1) Should they be'l 

5. Are the so-called "principles" of organization observed? 

(NOTE: Since principles of organization differ among agencies and people, 

a list of such principles will not be inserted here; instead, the examiner 

should consult his superior for guidance as to the principles which his 

organization desires to observe). · 

PART III - SOUND PROCEDURES (Methods) 

1. Are procedures in written forms? 

a. Is their coverage sufficient'l 

b. Are they current 'l 

c • Are they suitable alao as training media 'l 

d. Are "visuals" used to the extent possible in procedure directives 

(Operating manuals, etc.)'1 

e. Are procedure directives actually used by opera.ting personnel'l 

2. What are the ma.Jar transactions handled by the organizati~n? 

a. Wbat are the principal work steps in the bandling of each tranaaction'l 

(1) What "processing forms, records or reports a1•e used'l 

b. What is the work load volume at present? 

(1) Does this represent an upward, downward or stable trend? 

c. Are tpere backlog accumulations 'l 

(1) Where? 

(2) Why1 (intentional or unintentional?) 

(3) Are they c.ontrolled? 

(4) Are they increaeing, decreasing or stable? 

3. Are transactions within or between work stations scheduled and dispatched 

(if at all) to produce an even w~rk flow? 

· a. Are work load statist,ics maintained? 

(1) Are tyey sufficient to gauge the capacity of the various "pipe 

lines" at all points so as to prevent overtaxing the pipe at 

one point while there is unused capacity at another? 

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A REF ID:A72165 • 

b. On wha~asis is work scheduled and di chedt 

(1) No apparent basis? 

(2) by guess? 

(3) By test? (Including a work count?) 

{a) Bow of'ten are tests made? 

(b) At what points in the work flow? 

( 4) By statistics developed through a work measurement program? 

PART J.V - EFFECTIVE UTILIZA'l'ION OF PERSONNEL 

1. Are some persona (individually / in groups or by typesl too busy while 

others loaf or coast? 

a. To what extent is this due to: 

(1) Improper organization? 

(2) Poor staffing? 

(3) Procedures'l 

(4) Seasonal activity? 

2. Are there "dead-end" Jobs? 

a. Bow prevalent are they? 

b. Can they be further minimized? 

3. Are there classes in formal training of workers 'l 

a. For technical people~ 

I 

b. For supervisors and foremen? 

c. For clerical personnel? 

d. Is the need recognized for· formal training 1m simple but monatonous 

tasks such as filing, sorting, alphabetizing, stamping and the like? 

4. Is there a program for in-service training of personnel? 

a. Is this program coordinated or integrated with the formal training 

program? · 

5. To the extent operating manuals or instructions exist / are the usable 

and used in training'l 

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~ REF ID:A72165_ 

Ie there a progt·nm of work inr.l:'nt1 vee 'l 

a. Are the inceBUves recognizable by the people? 

b. Can more be done in the incentive program? 

c. Tn what ways 1.a l lte incentive program linked with the training pt"Ograms 

tmd vice cersa'l 

7. Is there an employee suggestion system? 

a. Are cash awards or promotions given for suggestions ad.opted'l 

b. What percent of suggestions submitted ar~ adopted (should be 2C!f, or more)1 

c • Can the suggeotion system be better publicized or more emergetically 

a.cl.ministered? 

8. What special morale building devices are used? 

9. What conditions or oituatione now existing have the effect of depressing 

morale? 

PART V - ADEQUATE FACILITIES 

The Money Situation 

1. Are the budget formulation and administration policies and procedures 

promulgated in written form? 

a. Are they sufficient? Up-to-date? 

b. Do those concerned m1de1·otand them? 

(1) If understanding on the part of staff and operating officials is 

not apparent, what are the causes and what can be done about it? 

2. Is tbe money situation trending toward tighter or looser allocatione'l 

The Manpower Situation (Related to PARr IV) 

3. Are there recruiting problems for certain jobe'l 

a. What are the causes? 

(1) Can they be elimlnated or alleviated'l 

4. Is the quality of personnel: 

a. Satisfactory? 

b. In need of improveme~ 7 

5. Are technical personnel unnecessarily burdened with administre.tive or 

clerical taske'l 

6. Are there evidence of over-staffing or under-staffing? 

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A REF ID:A72165 A 

a. What a:Pthe apparent causes 'l 9 

(NOTE: Thie question relates to PARTS II AND III) 

The Equipment and Supplies Situation 

7. Is modern equipment :f'urnished'l 

a. Is it used'l 

b. Is it kep in proper condition? 

. 

.. 

c • Are there other types of equipment or devices which advantageously 

could be used? 

l ~. 

d. Are there sufficient equipment problems to warrant the assignment of an 

equipment specialist? 

8. Are items of eq~ipment (purchased or home-made) in effective use in parts 

ot the organization but not in others? 

a. Is this because the equipment has not been properly publicized? 

9. Are supplies etocked wisely'l 

a. In the right locations'l 

b. In the right number of locations'l 

c. In the proper quantities'l 

10. Are supplies issue~. according to a plan'l 

·, 

a. Requisitioned Wisely? 

b. Issued promptly? 

The Space Situation 

11. Is the Office layout such.that a continuous straight-line flow of work 

prevails? 

12. Where a segment of an organization is large enough to occupy several rooms 

or wings, are the space allocations contiguous either on a horizontal or perpendicular 

basis? 

13. Are some groups too crowded while others bave ro6m to spare'l 

a. Is this part of a long-range space plan? 

The Communications Situation 

14. Are mechanical means of communi~~tion used where tassible and more economicalT 

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REF ID:A72165 

(e.g. telephone, telegraph, teletype, telautograph, pnewnatic tubes, radio, etc.) 

15. Ia the ma.11 and messenger system efficient'l 

a. Regular pick-ups and deliveries at well-selected stations? 

16. Can the cycle time be improved for mail handling? 

a. For mail going outside the organization? 

b. From other elements witbin the orga.nization'l 

c. From the general public 'l 

PART VI - COMPREHENSIVE PERFORMANCE STANDJ\fillS 

Work Measurement 

1. Is there an organization-wide work measurement system? . 

a. Every segment using the system? 

b. Does the system provide uniform reporting mediat 

(1) Who prepares the reports? 

(2') Who receives the reports? 

(a) For what purpose? 

(3) Are the reported as.ta meaningf'ul.'l Trustworthy? 

(a). Are they acted upon promptly and ob3ectively'l 

2. Is there effective centralized guidance and administration of the work 

measurement system? 

a. Is it properly placed in the organization? 

3. ·no performance standards ·for individual Jobe recognize sutfic1ently the 

elements of' human nature'l 

Quality Standards 

4. To what extent is the principle of "calculated risk" used'l 

a. Wbere hundred percent checks are made, would a sample check auffice'l 

b. where multiple checkp 8.re made, would one (or fever) suttice'l 

c. Are there instances where too great a risk is taken 'l 

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REF ID:A72165 

5. Are errors recorded? 

a. By individuals 1 by groups, or both'l 

b. How is the recorded data used, if at all'l 

Econo~ Standards 

6. Where occasion requires that economy be considered to be the primary 

administrative goal, what is the effect on spped (or quality) of production and 

quality'l 

a. Production decreases? 

b. Lowering of quality standard.a? 

General 

7. Who decides that the primary administrative goal will be quantity, 

quality or economy? 

a. On the basis of what data'l 

b. Are the decisions re-examined periodically'l 

(1) By whom'l 

(2) On the basis of what data'l 

PART VII - EFFEcTIVE APPRAISAL OF RESUL'M . I 

Reports and Statistical Studies 

1. Is there a centralized reports control system! 

a. Do those in charge review: 

(1) Requests for appl'.oval ot reports! 

(2) Reports previosuly approved to aaeure their continued essentia1ity 

2. Are reports received in time to make them useful a.dminlstratively'l • 

a. Are they wi~ely used 'l 

3. Are reports as meaningful as they could be'l 

lt.. Are reports l!lutticiently accurate! 

5. Are reports aak~d for without the requestor knowing the data requeste~is 

readily available in the records or files of the reported 'l ' 

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REF ID:A72165 

6. Do statistical analysts prepare tables, graphs, and other study 

material from reports: '·. 

a. As progress indicators? 

b. As trend indicators'? 

c • For planning and work load projections Y 

d. Are such materials placed in' the hands of the right people in time 

to be useful? 

(1) Are they wisely ueed'l 

Inspections and Financial Audits 

7. Who makes inspections and financial audits? 

a. Where? 

b. Bow often? 

c. Are reports prepared? 

(1) To whom'l 

(2) What use iS me.de of them? 

(3) Who follows up? 

(aj When? 

(b) Bow? 

8. What types of inspections ai-e iiia.de'l 

a. Investigative? 

b. Administrative? 

c. Technical? 

d. Is there overla.PPing of' types 'l 

(1) Are these recognized and condoned? 

( 2) Might they be eliminated 'l 

Operations Audits 

9. Are operations audits ma.de? 

a. By management (staff' elements) only'l 

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REF ID:A72165 

b. By operat s personnel only? 

c. By both management and operations? 

(1~ Separately? 

(2) Jointly? 

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10. Do operations audit outlines provide usable administrative and operations 

data? 

a Is the outline based upon existing policies, administrative instructions 

and operating manuals? 

U. Are operations audit reports reviewed and acted. upon by the right people? 

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