checks to a quantity based on the 1 June 1955 to 30 Decenb@ 19% usage. Naturally the need was greater for checks during Operation REDWING than at aqf other time. The average number of vouchers processed pcr month was approximately ls775a Since fiscal copies were needed for more than ninety (90) percent of the total number of vouchers proccssed~the amount of paper work between this office and the fiscal stations in the ZI was greatly increased. Mary~accounting classifications were arr~ ,and in many cases as many as four (4) separate and different classificationswere included on the same orders. The proper screening by the initiating offices on all orders published would have expedited the smooth processing of all documents involved. JTF SEVEN Headquarters and TG 7.1 did not appoint Class IIA?I &gents* This made it necessary for the finance officer to pay these additional personnel. It would be desirable in future operations for Class IIAII Agents to be appointed to pay individuals of the various Task Groups in accordance with current regulations. d. Performance Standards: Performance standards were not available prior to the operation and the hi~h level of activity durin~ the operation precluded the installation of a method of exact time keepin~. However, the normal duty hours would have allowed 1360 man hours per week for the office- The time lost for other military duty averaged 49 h~urs per week. An additional 120 hours a week to cover breaks, sick call, etc.~ resulted in a tctal of 269 hours chargable to non-productive tine. This anouutad to about 20% of the tmmal 11.5.