The following Evaluations 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.

TYPE II PLANT DIVISION (ASSEMBLY DIVISION II) - EVALUATION

(1 Jan - 30 June 1956)

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            As of 30 June 1956, the Division training records reflect the following skill levels.

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    The decision to place this division on a two-shift operating basis (0600-1200, 1200-1800) in January greatly increased personnel efficiency and hence total effectiveness, through a marked reduction in the number of men present at any one time in a relatively small plant. Greater control and improved supervision were now possible. Moreover, the plant was manned an additional four hours daily providing for more extensive coverage in the event of EWP or alerts. A second major policy change in the form of reorganization of the Division was effected in mid-June. The essential weaknesses in the "old organizational" structure were eliminated. Non-commissioned officers were given the responsibility of direct supervision of the teams in maintenance and assembly operations, which freed the Team Captains to concentrate on team improvement through better training, increased technical research, and refined procedures. Individual team strength increased, thus insuring sufficient members to fulfill emergency requirements in spite of normal daily absenteeism (local projects, sick call, leave, details, etc.). Moreover, with NCO's heading each team, their scope of responsibility increased to encompass both electrical and mechanical functions. Broader NCO training therefore developed.

            The separate branches were brought under the immediate jurisdiction and supervision of one Assembly Supervisor and assistant, thereby providing better control and more effective work continuity between shifts. The Assembly Supervisor and assistant are scheduled on normal working day hours for the purpose of providing such continuity. With the experience gained over the past six months, and with the introduction of the two major policy changes as reviewed above, Division II is now more fully able to quickly and effectively meet developing requirements.

(1 July - 31 December 1956)

            Plant II Division operations have been cramped due to Sandia Corporation occupying one-half the Plant II building. It was proposed that the military would assume full use of the building by 15 November 1956, but by the end of the year only one bay was available for plant use. It is expected that Sandia Corporation personnel will move into their new structure sometime in January 1957, thus alleviating the crowded condition.

            A problem that has been of a continuing nature is the hazard of painting or spraying the units in the bay, especially in the winter when it is impractical to paint or spray outside due to inclement or cold weather. This problem will be solved with the completion of the spray paint building which is programmed for March 1957. During the period there were several delays of scheduled programs for the plant.

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It was necessary to conduct quality surveillance during this period and essential work was accomplished to maintain and assure quality products.

            The delay involving the MK 39 MOD 0 inspection centered around non-availability of required test equipment. The lack of equipment and the alert conditions prevented MK 39 capability originally programmed for December 1956.  Expedited action was taken by all agencies concerned to supply the Division with critically short test equipment to insure a MK 39 capability date as soon as possible.

            On 10 July 1956, an idea for a handling tool for the MK 21 Bolster was submitted by S/Sgt. Louis J. Adams. The tool, as it is shown in the accompanying photograph, was designed to be slipped around the particular Bolster wheel enable the operator to pivot each wheel as desired. The tool was a most welcome idea and proved very successful.
MK 21 Bolster tool (click to enlarge, opens in new window)

            Changes in authorized strength, personnel shifts, and subsequent organizational and functional structure changes were felt. All of these changes have brought about a downward shift of responsibility and authority. It is too early to tell the final results of this shift, but it has shown definite trends toward administrative and production improvement. With any degree of personnel stability, this division should experience the highest level of proficiency, efficiency, and morale in its history.

(1 Jan - 30 June 1957)

            During the first months of this period, in addition to special inspections, recall alerts, training and other items of routine work, an average work load was imposed on the Plant.

            It should be noted that three alerts were called during this period. In each case, Plant II was operational within one hour after the recall was initiated. ..... (1 sentence redacted by DOE.) ..........................  These figures established new records and reflect a very high degree of experience gained by plant personnel.

            Changes in authorized strength, personnel shifts and organizational and functional structure induced a downward shift in responsibility and authority throughout the period.  The overall results have been beneficial, reducing excessive supervisory personnel and at the same time facilitating plant operation by reducing the numbers of enlisted personnel.  As of 30 June 1957, this plant is staffed by six officers and thirty-three enlisted personnel.  As now staffed and operated, Type II Assembly Plant may look forward to the highest degree of proficiency and effectiveness ever obtained in its history.

EDITOR'S NOTE:  THE PLANT 2 DIVISION WAS CONSOLIDATED INTO THE "ASSEMBLY DIVISION"-  ACCESS THE MISSION, ETC. USING THE ASSEMBLY DIVISION LINKS ON THE HOME PAGE.