Word: opm
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Dates: during 1940-1949
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...bookbinding cloth, and 4,000 pounds of paper. Glycerin, a vital component of book-binding glue, is also used in explosives; for this reason the Bindery obtained three years' supply of glue--one and a half tons--so that its demands would not conflict with those of the OPM and national defense...
...OPM's aircraft schedule now calls for the production of between 75,000 and 80,000 planes in two and a half years. That is a hope and it may be fulfilled, but OPM officials do not forget that since last fall they have revised the schedules of monthly deliveries three times, and every revision has been downward-from hopes toward realities. Early last October they anticipated an April 1941 production of 2,068 planes (450 combat aircraft and 1,159 noncombat planes for the U.S. Army and Navy; 429 for the British) and June 1941 production...
That list went into the wastebasket months ago. So had an even more optimistic one which preceded it. So did a third which followed it. OPM's fourth schedule called for 1.268 planes in April, 1,575 m June, and so on up to 3,300 in September 1942-the equivalent of present German capacity. April production beat the new schedule's quota-so far so good...
...stage they had plans for 24 plants to make shells, powder, the chemical components of munitions. Now there are to be several more. By June, OPM expects to have 50% of its originally planned capacity in this type of munitions - and that 50% will be double the total capacity developed during World War I. Planned also was capacity to manufacture 20,000,000 rounds of .30-caliber (rifle and machine-gun) ammunition, 4,000,000 rounds of .50-caliber machine-gun ammunition every 24 hours. Now the goal is as much more as can be produced. Tough-talking Mr. Glancy...
...OPM-automakers' agreement to curtail 1942 production (TIME, April 28) was last week worked out in detail. The over-all reduction was set at 20.15%, from 5,289,972 new. cars this model year to 4,224,152 next. General Motors, Ford and Chrysler, which produce 90% of the nation's autos, agreed to cut their production 21.5% so that their medium-sized competitors would have to cut only 15%, their smallest competitors not at all; thus no company would be forced by quota below the break-even point. It was a good plan, with one failing...