No. 4 
			AMERICAN AIRLINES. INC. 

Disheartning as was the result of this accident, no let down in 
effort was allowed to develop. The quick and very understanding handling 
of the situation by Captain Hughen and a group of leading personnel 
stopped any tendency toward let down and tided the project through its 
hardest period. 

	With improvement in health, messing facilities, better quarters and 
a better understanding of flight conditions, the performance of all 
departments stepped up to a high average and continued to show gains each 
month till the end of the assugnment. 

	Figures of hours flown, miles flown, ton miles flown as well as 
records of maintenance and pilot performance were not only gratifying 
to those in charge of the Indo-China wing, but were also an inspiration 
to the young Army pilots and certainly tended to hearten them in their 
efforts as well as materially increase their production.
 
	A notable fact that was a pleasant surprise to all concerned was 
that the relationship of our civilian organization with the Army 
started on a very pleasant and understanding basis and continued the 
same way. Help given by our maintenance and flight personnel towards 
training and checking out Army crews was accepted with full appreciation. 
Base ball games were played with the best spirit and we were included 
in all entertainments without reserve. Even hard to obtain beer 
ration was shared. 

	Early in September, Captain Hughen relinquished the leadership of 
Project 7-A to Captain O'Connor, who was serving as Captain Hughen's 
assistant. By this time a form of personnel government had been provided 
by having representatives of each group form a committee and undertake 
the responsibility of properly conducting the camp, passing upon all 
questions pertaining to the welfare and working conditions of everyone 
as well as assisting Captain O'Connor in any other way possible. 

	With this set up Captain O'Connor and Atation Manager Whitford, 
with the very able help of Joe Berry, were more or less free to 
concentrate or actual operations, and as a result they were able to 
turn out a fine performance. 

	Operations, personnel scheduling and maintenance co-ordination with 
flight operations were put on a good basis and the results showed that 
was working hard to secure production. The only factors that 
slowed up results were lack of engine replacements, spare parts and 
too few maintence personnel to allow around the clock operations. The 
Solution to the last factor, however, would have rested largely upon 
the provision of lighting, shelter from rain and working facilities in 
addition to added personnel. 

 No. 5 ( next )