DISPOSITION FORM 

FILE NO. 

10c/S 

r.:._ 

SECURITY CU> ATJON Wan11> 

SE:6URFfY INF6ftMATIOM 

JOP SEGRET 

1. The report by the Inspector on the employment of analytical machinery is a 

very effective, detailed study of our present policies and practices in the use of 

analyticaJ. machinery. In the discussion contained therein, a number of related considerations are taken up in considerable detail. In some instances these are considered debatable by 02 but will not be discussed here. In making its comments on 

th.is report, the Office of Operations will concern itself solely with the recommendations of the pape:i:l. The failure to discuss the points raised in the main body 

should not be considered as necessarily indicating agreement in the facts and conclusions presented. 

2. The Office of Operations is in general accord with the ideas proposed in 

the stuiy. Of the eight recommemations (a-h) included in the paper, the· Office of 

Operations concurs in all but two and has some specific suggestions to add with 

regard to how the acceptable recommendations should be implemented. In the case of 

the two exceptions (paras 7a and 7d),, the Office of Operations agrees that the type 

of action suggested is desirable but believes that the specific method called for 

should be different from that proposed. These two recommendations deserve detailed 

comment. 

3. Recommendation 7a. This recommerxlation concerns the planning and scheduling 

of analytical machine employment. 

a. The rea!:lon given for transferring high level machine methods activity,, 

i.e. the function of analytical machine employment,, planning,, and scheduling,, from 

22 to the Technical Director,, Office of Operations,, is essentiaJ.ly one of insufficient 

time available under the present arrangement for making high level machine methods 

analyses. 

b. While it is clear that UI}dertaking studies not now being made requires 

a di version of some personnel from methods-programming on current tasks,, it should 

not be assumed that nothing is now being done in high level investigation. Under the 

present organization an appreciable effort is being made to investigate problems for 

which there is no obvious machine solution. At least eight man years are. currently 

assigned to such work. In addition, one analyst from AFSA-35 am two from AFSA-34 

assist to the extent of their capabilities. These representatives of 03 assigned to 

02 on a full-time basis fuli'ill the requirement expressed in the study for "advisory" 

membership in planning the emploJllient of analytical machinery. 

c. Transfer to the Technical Director of personnel engaged in t..1-iese 

actiVi ties would certainly tend to reduce or even eliminate their participation in 

current machine operations. It would also create a gulf between them and the 

methods-programming group a large part of which we are planning to move.down into 

the branches. For maximum machine effectiveness these two groups must wrk together 

Declassified and approved for release by NSA on 01-23-2014 pursuantto E.O. 1352a 

c 0 p y 

DD 1 ~~~'1; 0 9 6 REPLAcrs NME FoRM 9G. 1 ocr 48, wH1cH MAv eE usEo. 10-64801-3 tf U. 8. GOVERNMENT PRINTIN& OFFICE 
TO c/s FROM OPNS 

REF ID:A59574 

Q_Q_U TOP.REI 

SUBJECT: Co:mment by Office of Operations on the 

Report by the Inspector to the Director 

on Analytical Machine Employment 

DATE 12 Sept 1952 COMMENT NO. J. 

closely. Moreover, in practice it is often impossible to distinguish the objecti.ve 

of high level methods from the pressing needs of today. It is mandatory that there 

be the closest association of those skilled in the broad and inventive view with 

those best informed about detail and intimately familiar with the practical requirements of getting a final report accurate ani in time. 

d. Careful administrative direction of the high level group is required. 

to prevent un:iue pressure to nget-the-job-on-the-floor-today11 and to minimize too 

extensive explanation time• This direction might well be accomplished by transferring high level invest;g-ative methods to a staff group ~th 22, namely the 

Technical Projects Group, where methods would be devised under the guidance of 

the Machine Processing DiV:i..sions 1 s Technical Director. 

e. Some administrative separation or high level methods from analytical 

problems seems ineV:i.. table in view of the degree of specialization required in modern 

cryptanalysis and in view of the impossibility of being close to everything in a 

large organization. In any event, the methods analyst is at least as close to the 

analytical problem of the General and Special Processing Di Visions when assigned 

to 22 as when assigned to the Office of Operations Staff. ·, 

f. It is the coo.viction of the office of Operations that the function of 

machine methods can best be exercised. within 22 wherein lie' the administrative 

controls and direction required to make the total machine process effective. 

g. It is therefore recommemed that the Inspector 1 s reco:mmendation in 

par. 7a be revised to require: 

r;: (1) 

~ (2) 

\ 

.. o/';-J 

(3) 

That the strength of the Technical Projects Group be raised to 

fifteen by the transfer of 12 spaces from the Comptroller and 

from the Plans and Policy Division. 

That five machine methods anaJ.ysts be transferred fn>m the 

Methods Branch, where they are now performing functions appropriate 

to the Technical Projects Group, to that Group and that the remainder or the spaces be filled by transfer of qualified. persormel fr lll elsewhere within the Agency. 

That the expanded Technical Projects Group of the Machine 

Processing Division concentrate on the mission of drawing up 

new and better uses for our present and projected machinery. 

2 

c 0 p y 

tOP SEGREl 
TO c/s 

A REF ~~ ;_A5957-A\n ~nl'"T W Cut'.t ~ 

FROM OPNS 

SUBJECT: Comment by Office of Operation on the 

Report by the Inspector to the Director 

on Analytical Machine Employment 

DATE 12 Sept 1952 COMMENT NO. 1 

4. Recommendation 7d. In this recommendation the oasic paper proposes a 

reorganization of 22 with the essential point of merging the IBM and the RAM Branches. 

a. It is quite true that the terms IBM and RAM have long since ceased to 

be, if i:rxieed they ever were, adequate descriptions of the processing branches now 

so described. There is, however, administrative convenience in haVing more than 

one processing branch. This convenience finis its source not only in the sip 

and present physical locations of machine instaJJ.ations but in certain functi.onal 

work distinctions. There is no doubt that a reorganization taking these two factors 

into greater account would have ?dministrative advantages, and if more weight is 

given to the functional re-iuirement the more satisfactory quarters hoped for in 

the new building would tend to improve the operability of the Division without 

necessitating radical organizational changes. 

b. There are three principal functional processing groupings that should 

be recognized. 

(1) Editing and punching (card and tape). These require skills 

and personnel types distinct from other machine processes. 

(2) Production of recurring jobs; and jobs which, regardless of 

size, call .for simple programming only. 

(3) Complex jobs, incl u:iing the ini ti.a ti.on only of certain large 

jobs am non-recurrent jobs frequently originating f'rom the 

highest level of methods investigation. These require a high 

concentration of operators who are capable of rapidly adapting 

themselves to changing conditions and of grasping the necessary 

cryptanalytic consideration to process jobs accurately with 

minimum ins tructi..ons. 

c. All of these .functions inVi te an administrative organization to 

manage the personnel performing them. They also require methods-programming 

coordination, at least to decide which group should process a particular job. 

The administrative advantages in a functional grouping exten:l to a degree of concentration of methods-programming acti.viey. It is undeniable that a job planner 

benefits from sharing ideas with other job planners. It is evident that there is 

a close affinity between jobs-- from the methods-programming Viewpoint-- even 

though the actual program in one case is a produc ti.on item and in amther a complex processing item. Experience has shown that sponsors are most assisted ii' 

they do not have to decide what group of methods-programmers to visit but can 

maintain contact with a particular person or persons. 

3 

COPY -t8P. SE&ftEl-
TO c/s 

REF ID:A59574 

c 0 p y TOP lau 

SUBJECT: Comment by Office of Operations on the 

Report by the Inspector to the Director 

on Analytical Machine Employment 

FROM OPNS DATE 12 Sept 1952 COMMENT NO. 1 

d. Transferring some methods-programmers to a machine opera ting organization 

would make them organizationally closer to the acmal operation of equipment. It 

would facilitate training of personnel especially when the grade raisirg am. hiring 

program makes available personnel capa.bel of receiVing training of the type envisaged. 

Until this long range program becomes effective, however, the methods-programmers 

would have either to continue writing very detailed programs or personally supervising a method which they had developed. In the first instance the gain from presumably easier personal contact would be offset by no decrease in the load of job 

procedure writd.ng. In the seconi al terna. tive direct supervision would not replace 

the requirement for detailed programs for extra shifts, at least, or as protection 

against sickness or absence of the "brain". To add a supervisory duty could only 

reduce the number of procedures written. In other words this transfer would not 

immediately solve any major administrative problem. The desired goal could best be 

accomplished by increased training and gradual transfer of personnel. 

e. It is therefore recommended that par. 7d of the Inspector• s report 

be revised to require: 

(1) That the Methods Branch retain its present functions except 

as affected by increased activities in the Technical Projects 

Group and by para. 3 below, with the result that the size of 

the Methods Branch will eventually be considerably reduced. 

(2) That as rapidly as feasible the function of detailed program 

completion be decentralized to appropriate processing branches 

subject to review by the Methods Branch for adequacy. 

(3) That the Processing Branch {IBM) and the Processing Branch (RAM) 

be abolished am that they be replaced by the fallowing functional 

branches: 

(a) 222-Data Recording Branch - Responsible for punch-editing 

ana for punching cards, tapes or other media to be processed 

w.i. thin the Di Vision. 

(b) 223-Machine Production Branch - Responsible for processing 

recurring jobs and simple small, or large one-time jobs 

that do not require a high degree of program alteration. 

(c) 225-Special Projects Branch - Responsible for processing all 

jobs 'Where the procedures are subject to variation or where 

complex processing requires especially instructed personnel. 

4 

c 0 p y ·1uP SEBRET 
• 

TO c/s 

REF ID:A59574 

a a p y . -lQP Sf.la 

SUBJECT: Co.mm.ent by Office of Operations on the 

Report by the Inspector to the Director 

on Analytic al Machine Employment 

FROM OPNS DATE 12 Sept 19.52 OONMENT NO. l 

(4) That the posi ti.on of special assistant (22D) for decentralized 

machine rooms be established as the medium through which the 

Machine Processing Division's responsibilities in the matter 

of decentralized machine rooms can be exercised. 

5. As regards the recomme:rxiations with which 02 is in agreement, the following 

specific suggestions are ma.de in connection with the implementation of two of them. 

a. Paragraph 7b: 

(1) Personnel permanently assigned to operation of equipment now 

decentralized shoUld be transferred to appropriate segments of 

the Machine Processing Division. 

(2) Further investigation should be made of the extent to which the 

Office of Operations should provide machine assistance of any 

nature for the Office of Communications Security. 

(3) Machine Processing Division should be ma.de responsible for: 

(a) Assistance in investigating where additional decentraJ.ized. 

installations are necessary and practicable. 

(b) Assistance in establishing an adequate reporting system 

for showing the utilization of the decentralized. installations. 

(c) Providing necessary logistic services, including full time 

machine operators and part-time programming consultation. 

b. Paragraph 7f: 

(1) Immediate steps should be taken to delay the imminent departure 

of men n01i" alerted for detachment from AFSA. 

(2) The Machine Processing Division strength should be also augmented 

by civilian personnel. This is particularly necessary in_ View 

of the long delay likely, first, in gaining service agreerr.ent 

cc: Inspector 

to the InspectolJ1 s recommerxia tions and secord, in filling the 

spaces once they are authorized. 

/s/J. R. Dennis 

J. R. DENNIS 

Captain, U.S. Navy 

Acting Chief 

Office of Operations 

Mach. Proc. Div. 

COPY -lQP SECREt