Chart 9 names the staff officers most directly concerned with the logistical mission of this command. Theater QM Stock Control Point, Giessen, Germany, 7856 Quartermaster Requirements and Distribution Group-Lieutenant Colonel E. P. Flynn This activity, organizationally, is an integral part of the Theater Quartermaster's immediate office. It is located at Giessen in order that it may use the required electrical accounting machines jointly with the Giessen Quartermaster Depot as an economy measure. The Chief of this activity reports directly to the Theater Quartermaster with reference to the performance of his mission. The mission of the activity is to determine over-all Quartermaster requirements of the theater, to procure these supplies, and control the build-up and distribution of all Quartermaster items stocked in the command. At this agency you will get an on-the-spot view of the implementation of the Army's program to use modern, comprehensive stock control procedures to manage theater assets. You will see how issue experience information is accumulated at the Theater Stock Control Point and analyzed to establish a theater "requisitioning objective" which is closely in accord with the actual requirements for each item used in the theater. You will see how repair of unserviceable material is closely scheduled into depot stocks to fill anticipated requirements and how "dues-in" from this source, and from local procurement, are considered when computing quantities to be requisitioned from the Continental United States. Communications Zone Headquarters, Orleans, France—Brigadier General M. J. Young Since the end of World War II, the United States troops in Germany have been supplied almost entirely by shipments through Bremerhaven. The continental portion of the long American supply line begins at Bremerhaven and carries south across the flat, north German plains-a classic invasion route from the east. Because of the possibility of this line of communication being interrupted, a new line of communications is now being organized, based on the use of ports in southern France. Basically, the new line of communication reflects a revised mission of United States Forces in Europe-a change from an occupation role to a positive position in the defense of western Europe. In the line of communication across France we see a closer likeness to the textbook example than is possible in Japan and Korea. Note the Communications Zone Headquarters is in Orleans (about the center of the Communications Zone). The Base Section Headquarters is at La Rochelle, and the Advance Section Headquarters at Verdun in the forward area of the communications zone. Please expect to find this change in the European Command Organization for Logistics to be in a formulative stage upon your arrival in that area. Rhine General Depot and Rhine Ammunition Depot, Kaiserlantern, Germany― Brigadier General O. W. Hughes These depots were established in 1948 to store certain strategic reserve stocks west of the Rhine River. The mission is one of static storage of these reserves. Joint American Military Advisory Group, Ankara, Turkey-Maj. Gen. W. H. Arnold Under general policy guidance of the Joint Chiefs of Staff the Chief of the Joint American Military Advisory Group, Turkey is responsible for increasing the modernization and combat effectiveness of existing Turkish Armed Forces including the extension of existing tactical and training facilities. Specifically, is responsible for a. Advice to the Turkish General Staff. b. Rendering deficiency lists for MDA programing. c. Receipt and transfer of MDAP equipment and advice on use and maintenance of it. d. Advice to the Turkish Units in the field on training. e. Coordination of Army, Navy, and Air Force groups as JCS Executive Agent. Joint United States Military Advisory Group, Athens, Greece-Maj. Gen. Robert T. Frederick Under general policy guidance of the Joint Chiefs of Staff the Chief of the Joint United States Military Advisory Group, Greece is responsible for increasing the modernization and combat effectiveness of existing Greek Armed Forces including the extension of existing tactical and training facilities. Specifically, is responsible for a. Advice to the Greek General Staff. b. Rendering deficiency lists for MDA programing. c. Receipt and transfer of MDAP equipment and advice on use and maintenance of it. d. Advice to the Greek Units in the field on training. e. Coordination of Army, Navy, and Air Force groups as JCS Executive Agent. Joint American Military Advisory Group, London, England-Major General A Franklin Kibler The Joint American Military Advisory Group (JAMAG) is the principal regional working organization for the Mutual Defense Assistance Program (MDAP). It serves the Joint Chiefs of Staff Representative in Europe (General Handy) in planning under the North Atlantic Treaty Organization, serves as a staff for the U. S. Military Representative for MDAP in Europe (General Handy), provides staff assistance to the European Coordinating Committee and its Executive Director (Colonel Bonesteel) and furnishes policy and operational direction to the Military Assistance Advisory Groups in Europe. General Kibler is Director of JAMAG and has two deputies, one for planning (Colonel Edwards) and one for MDAP (General Biddle). United Kingdom Military Assistance Advisory Group, London, England-Major General Leon W. Johnson, U. S. Air Force Under the policy and operational direction of the Joint American Military Advisory Group (JAMAG) the United Kingdom Military Assistance Advisory Group performs the following functions: a. Determines through inspections what the national capabilities are to receive, store, operate and maintain material received under the Mutual Defense Assistance Program (MDAP). b. Insures that proper use is being made of U. S. trained personnel. c. Advises and assists the United Kingdom in the determination of its material requirements and the preparation of deficiency lists and programs. d. Advises the United Kingdom on techniques of operation and maintenance and the tactical employment of items furnished and assists in the formulation of programs for U. S. training. e. Assists the United Kingdom with respect to improvement of personnel systems, organizational structures, training methods, and logistical organizations so that military forces developed will be in accordance with NATO military requirements. TOKYO, JAPAN-EXHIBIT 8 MANAGEMENT IMPROVEMENT PROGRAM REPORT OF THE FAR EAST COMMAND, FISCAL YEAR 1951 (Report Control Approval Symbol CSCAM 10) I. GENERAL STATEMENT A. The official announcement of the establishment of the Far East Command Management Improvement Program was issued on 24 June 1950 by SCAP and FEC Staff Memorandum 36, plus a command letter of that date to the four major subordinate commands. It should be noted that the date of publication of this directive was only one day prior to the invasion of South Korea. The Korean action delayed the intended concentrated management effort until the Eighth Army was fully deployed to Korea and the Japan Logistical Command was organized and functioning. B. The Management Improvement Program of the Supreme Commander for the Allied Powers and the Far East Command had as its prime objective the institution of modern business methods and procedures to produce the most efficient and economical conduct of operations and minimize the expenditures for manpower and materials throughout the Far East Command. C. The directives imposed a requirement on all GHQ staff sections and on the four major commands to establish Management Units within their respective commands to implement the aims and objectives of the program as outlined. It directed that similar units be organized at all levels of command and at all installations, which had been delegated a mission of such scope and importance as to warrant a management improvement effort. D. The official announcement also advised that the Comptroller, GHQ, at the direction of the Chief of Staff, had formed a Management Advisory Council composed of representatives from G-1, G-2, G-3, and G-4 and monitored by the Comptroller to assist and advise the Comptroller on all matters of management improvement. II. REVIEW SYSTEM A. Highlights of program during fiscal year 1951 1. Comptroller sections were established during fiscal year 1951 at Headquarters Japan Logistical Command, each of its three subordinate commands (Northern, Central, and Southwestern), Headquarters and Service Command, Headquarters Ryukyus Command, and Headquarters Marianas-Bonins Command. Management Divisions were established in these Comptroller sections and as qualified personnel were obtained to staff these divisions, responsibility for management control and supervision was delegated from GHQ to those subordinate commands. 2. Further decentralization of management functions was instituted within Japan itself by the establishment of Labor Utilization Boards at each of the regional camps within Japan. The major responsibility of such boards, until recently, has been the control over the utilization of indigenous spaces by the various organizations of the camps. With the advent of the Management Unit concept, steps were taken to reorganize these boards and to broaden their scope of activities so as to embrace the aspect of management improvement. 3. By the end of fiscal year 1951 the Office of Comptroller, GHQ, had been notified that all major commands had formed Management Units within their headquarters staff sections and field installations to monitor the Management Improvement Program within their organizations. A total of 120 Management Units are presently in operation within the Far East Command, consisting of individuals or small groups of individuals who comply with the directives for the Management Improvement Program. Lack of qualified personnel and lack of instructional material has precluded top efficiency for several of these Management Units. Full time Management Units have been established in large size organizations, for these organizations are the largest operations in terms of number of personnel employed. This includes eight of the largest depots and two ports, Management offices in small depots, ports, and other installations are staffed on a part-time basis. 4. Although the Management Improvement Program in the Far East Command was instituted prior to publication of the Bureau of the Budget Circular, and the Department of the Army Special Regulations on that subject, there is complete accord in their aims and objectives. Publication of GHQ, FEC Circular 21, 12 May 51 further clarifies the scope and responsibility of major commands in the conduct of the Management Improvement Program in elements under their jurisdiction. The series of publications that will be made available to them at frequent intervals to assist them in conducting analysis include, to date, two published documents entitled "The Management Unit" and "Survey Principles and Techniques." All other manuals for the management field as listed, are in process of preparation or reproduction and will be distributed to Management Units at all levels of command to assist in the implementation of the Management Improvement Program. 5. The Management Advisory Council of the Far East Command has held several meetings to discuss the progress of the Management Improvement Program and the methods by which it could be advanced under the prevailing situation. The management effort has been construed to aid the progress and support of those organizations closely involved in the Korean affair. In the meetings of the Management Advisory Council, the principal efforts have been directed toward the determination of the problem fields in which management improvements are most necessary and in discussions of the methods, techniques, and procedures which could be effectively utilized to institute corrective action. 6. Since GHQ, FEC was aware that the efforts of the Office of Comptroller, Department of the Army, were being directed toward the formulation of a report to indicate progress of the Management Improvment Program, the original intention of prescribing a local recurring progress report was temporarily set aside. As of this writing, no formalized recurring report of accomplishments has been required of installations below the level of major commands; however, plans are being considered for its inception. B. Evaluation of reviewing system 1. Systematic review of progress toward the goals and objectives has been, in the main, on the basis of personal observation of management representatives in the Comptroller offices in GHQ, Japan Logistical Command, Northern Command, Southwestern Command, Central Command, Headquarters and Service Command, Ryukyus Command, and Marianas-Bonins Command. Adequate staffing of the Management Divisions of the Comptroller Sections has been the major factor of circumscribing or limiting the full effectiveness of the review system. In only one of the subordinate commands within the Far East Command is the Management Division at authorized strength. Although this strength and the strength in other operations, is present in bodies, there is a decided lack of qualified experienced personnel. This shortage of personnel has meant that many of the functions that should have been performed have not even been attempted; and that most of the functions that have been attempted have been performed only partially or with partial effectiveness. 2. Within the Far East Command only one subordinate command, (Ryukyus Command) acting as the pilot command, has initiated action on a review and analysis program patterned after that of the Department of the Army. Basically, this review consists of the extraction of data from prescribed reports and other sources, its analysis, presentation, and distribution through supervisory channels throughout the Ryukyus Command. The Ryukyus Command statistical review is published quarterly for the purpose of presenting in one document statistical and management information to assist command personnel in maintaining and improving the programs of the command. It focuses attention on management problems of broad concern, high lights trends of performance as reflected by analysis of data and reports, and strives to stimulate vigorous application of modern management techniques. Wherever possible the progress, status, efficiency, and rating of the various subordinate commands can be indicated by direct comparison with each other. 3. Although this review and analysis program within Ryukyus Command is presently in its testing stage, the Far East Command's management program is being materially assisted by the gathering of summary statistics by the statistical functions of the Comptroller sections throughout the Far East Command. Prior to January of 1951 no productive efforts have been made to centralize statistical data pertaining to the Far East Command operations. Within GHQ the institution of a publication entitled "Statistical Information for Command and Staff on a Monthly Basis" was the initial constructive effort to summarize command-wide statistical data so as to permit evaluation of performance in various functions. Although definitely limited in coverage at this time this publication will reveal where management problems exist. Such like-type |