The following Evaluations of the 3084th Operations Squadron (name later changed to the 3097th Aviation Depot Squadron) were taken from the Historical Reports of the 3084th Aviation Depot Group, recently declassified by the Department of Energy, the Department of Defense, and the United States Air Force.
3084th OPERATIONS SQUADRON (3097th AVIATION DEPOT SQUADRON) - EVALUATION
(1 Jan - 30 June 1956)
Working on this - copy is poor and hard to read.
(1 July - 31 Dec 1956)
Although the mission of the Directorate of Operations has remained unchanged throughout the period of 1 July through 31 December 1956, the means of supporting such a mission have changed considerably.
In accordance with Para. 2 a (1) and (2), Part II, .Agreement between STONY BROOK AIR FORCE STATION (AMC) and WESTOVER AIR FORCE BASE (SAC), this station is responsible for delivery of necessary special weapons assemblies on roadable dollies or trailers and nuclear components to the Westover Bomb control point (BCP) and to deliver special weapons assemblies requiring straddle carrier handling to the Westover Bomb control point (BCP) and thence to aircraft loading positions designated by the SAC controller. (Supporting Document No. 17)
The need for delivery to the aircraft loading positions by Stony Brook Air Force Station is the result of the lack of the necessary Ross Straddle Carriers (RCS's) at Westover Air Force Base.
The distance traveled to the loading area and the BCP is four point eight (4.8) miles and point eight (0.8) miles respectively. This requires the Ross Straddle Carriers used in transporting TN weapons to travel six (6) times the convoy distance of Atomic weapons (AW) which are transported on roadable dollies and trailers to the BCP for transfer. This distance factor, coupled with the temporary loss of three (3) RCS's in November, decreased the mission capabilities measurably; however, with the receipt of two (2) additional RCS's, making a total of four (4) available for use in supporting Type II Plant Division and convoys, the problem was no longer acute. The time delay introduced by the distances traveled by the RCS's continue to be a limiting factor in the capabilities as long as Westover AFB has the requirement for TN weapons of the present type and does not have the necessary facilities for receiving them at the BCP and transporting them to the loading area.
As a measure to minimize the effect of the above condition, this Directorate is increasing its activities in aiding and assisting the 99th Bomb Wing at Westover Air Force Base. This aid is rendered in the form of closer coordination with the Bomb Wing on matters peculiar to Special Weapons and by cooperating to the fullest extent possible in training exercises. In performance of the above, extreme care is being exercised to assure that any advice given is presented in such a manner that it may be used as a guide and in no way be construed as a situation whereby this Directorate would be "leading" them. The change in the authorized strength from a total of one hundred and seventy-seven (177) on 1 July to a total of ninety-four (94) as of 1 November 1956, proposed changes in planning in that officer and airman utilization had to be more scrutinized and personnel assigned according to their special capabilities and retainability. The condition where double supervision had at one tine existed has of necessity changed to one in which little or no close supervision could be afforded. Those assigned as authorized were trained to perform their duties with a minimum of supervision while those persons declared overages received training to enable them to perform duties within the authorized positions, should a vacancy occur.
Extensive training programs existed for MK 15/21, MK 36, MK 39, W-7, and W-25 weapons in preparation for shakedown inspections and their ultimate phasing into the capability commitment of this Directorate. In addition, all qualified officers and airmen were proficiency trained in the duties of Nuclear Officers and Nuclear Technicians as directed by higher headquarters.
The inspections received and passed with "satisfactory" ratings indicate that this Directorate was sufficiently trained to accept the new capabilities. Further training within the plant area and in the form of directed operations has increased the overall proficiency and smoothness of operation within all divisions of the Directorate of Operations. This training in addition to an all ready active training program has maintained the high standards of this Directorate to such a degree that it is the opinion of all concerned that any situation arising in the future will be met and favorably overcome with the greatest dispatch.
(1 Jan - 30 June 1957)
The inspection report submitted by the Management Improvement Review Team in January underlines one of the fundamental objectives of this organization: that is, to be in a constant state of readiness for any emergency action that might occur. To fulfill this basic objective, conscientious self appraisal must at all times be emphasized. The results of the MIR inspection merely brought out in clearer detail the fact that continuous training and good management are necessary at all times to have a well functioning squadron. There was but one time during the reporting period that this organization was not fully capable of meeting its commitments. This period occurred in early January when shortages in test equipment for the MK 36 MOD 1 and MK 39 MOD 0 program forced the squadron to assume only minimum capability. This problem was alleviated slightly by the receipt of this test equipment, but the problem continues to this time. With but one tester of each kind on the Station, the malfunctioning of any one could seriously hamper normal operations. EWP commitments on the other hand could be fully carried out without the particular test equipment if necessary.
Although squadron personnel strength approximates authorized levels, personnel shortages have appeared with the inauguration of the 24 hour operation of Handling Division. Studies at squadron level are in progress to support future requests at higher Headquarters for increases in authorized man power levels. Meanwhile the Handling and Assembly Divisions have been conducting a cross-training program with personnel from Plants I and II being assigned to the Handling Division. This program in effect serves to augment handling strength until more personnel are authorized for that section.
Although the basic mission of this organization has not changed, continuous efforts have been made to increase effective capability. New and different concepts have been instituted which shorten weapon delivery times to the Weapon Control Point at Westover. It would have been impossible to accomplish these changes had it not been for the initiative and cooperation that exists within this squadron. Imaginative and constructive effort by all squadron personnel point to the fact that squadron morale has been maintained at a high level.
Although weapon delivery times have been shortened considerably, there are two problems which arise regularly in the Assembly Division. Two basic factors control this situation, and there has been little that could be done to alleviate them. One is the existence of the Quality Assurance Program, and the other is that weapons from this site are periodically maneuvered at Westover. From the above, it can be readily observed that there is bound to be a certain amount of re-work which must be accomplished. The amount of re-work is by its very nature a variable figure. The Scheduling Section must account for the scheduling of assemblies, and it is at times difficult to anticipate the amount of re-work which must be accomplished. Re-work also leads into the second problem of adequate supply levels. Instances have come up in the past where supply levels normally deemed adequate for existing work loads have not been high enough with the added drain of unscheduled work.
It is to be anticipated that as time goes on and normal operations continue, a closer approximation can be made by the Scheduling Section with regard to this problem. Past experience will also enable the supply section to anticipate supply levels which will accommodate maneuver use of weapons and components.
The operational readiness and capability of an organization depends to a large extent on the flexibility and adaptability of its personnel. Every situation which arises must be examined and evaluated with its relation to the basic mission of this organization as a primary consideration. That this appraisal is being accomplished on a day to day, as well as on a long range basis, attests to the strength an overall capability of this squadron.
(1 July - 31 December 1957)
Although the basic mission of this organization has not changed, the importance of certain requirements has. The supporting of Emergency War Plans with post ''D" Day requirements has evolved into supporting the 99th Bomb Wing (SAC), a combat ready organization, with initial "D" Day requirements.
Major changes in the stockpile configuration of current weapons are shifting the emphasis to new areas. The dramatic concept of a last minute assembly of major components is no longer valid. As a consequence, reliability must be established on a routine basis. The ordinary eight to five production of today may be the strike unite of tomorrow. The dedication, zeal and enthusiasm that were mustered under the impetus of alert conditions, must now be generated each day for routine production.
Improvements in Quality Control within the plants has kept pace with these changing conditions. The results of multiple inspections and a system for positive feed back of noted discrepancies are apparent in the constantly improving quality of our work.
New systems for controlling and recording the expenditure of manpower have been introduced. Efficiency has increased in importance as well as in fact.
The Handling Division now shoulders the heavy responsibility of our EWP commitment. Here once again changes in techniques have met the challenge in spite of reduced manning.
The stepped-up activities of the past six months have put to test the justification for an Operations and Plans Division. Plans and other procedures for meeting EWP commitments have been tried, revised and retried. With each exercise, a greater number of formally unusual situations were either eliminated or handled as routine. As each new problem cropped up it was analyzed and procedures changed to diminish its effectiveness or to eliminate it completely.
The close of the year finds us with changing mission concepts. Quality of production and production efficiency are steadily increasing. As new problems arise, new solutions are on hand. The recent past was e period of achievement and advancement. The task for the future will be found in a realistic appraisal of this history.
(1 Jan - 30 June 1958)
The basic mission of this squadron has continued to be the support of the 99th Bomb Wing at Westover Air Force Base. Delivery, support, maintenance and humidity monitoring on their Strike Alert weapons has required extensive coordination and many man hours. Joint operational exercises were successful and provided excellent training for all concerned. ............................. (4 lines redacted by DOE) .....................................
Quality workmanship is still our goal. The results of multiple inspections and reemphasis on noted discrepancies has consistently improved the quality of our work. (Uncl)
Better systems for controlling and recording man hours expenditure has led to an increase in efficiency. (Uncl)
The Handling Division shoulders the heavy responsibility of meeting our EWP commitment. This challenge has been met by maintaining an instantaneous "around-the-clock" alert.
Operations and Plans Division has continually supervised the Plans and Procedures for meeting EWP commitments, with the result that all plans are up to date and procedures are tried and proven. (Uncl)
LSS mission aircraft movement through Westover AFB has increased to the point that almost daily support is provided to these crew members. At times, our transportation and facilities have been sorely taxed, but we have provided the best possible support to these aircrews to reduce their ground tine to a minimum. (Uncl)
The close of this reporting period finds us facing a change in our AMC OPlan 8-59 commitment, and with several 3079th ADW mission directives already scheduled. (Uncl)