• 28.December 1945 
Subject: History of the Optical Program, 
To: The Historical Division, S.G.O. 
Thru: The Chief, Supply Service 
From: I;:r. Stanley 77. Rybak, Optical & Artificial Eyes Section, 
Distribution Division, Supply Service. 
The history of the Optical Program begins in IJay 1940 and relates 
all the important events up to 31 December 1945. The true facts are 
related, and in criticizing certain aspects of the program, no reflections 
are cast upon the administrative abilities of any person connected with 
this program. It is intended to describe the over-all program and pointing 
out where mistakes were made in order that our predecessors may have 
something concrete with which to work in the event a program of this 
magnitude is again needed. The history is concluded with certain recom- 
mendations which are not only the ideas and impressions of the author, 
but also, of persons who were directly connected with this program and 
since have been separated from the Service, The recommendations are the 
consensus of individuals who are responsible for the administration of 
this program as well as of those who handled the various mechanics of 
fabricating spectacles. 
To begin with, it must be stated and emphasized and re-emphasized 
that the Optical Program, although considered relatively minor and unim- 
portant,* was In reality very significant as concerns the health of the 
Army, In most instances, the program as a whole ran along smoothly, and 
consequently, attention was not invited to the importance of this program. 
The difficulties which wore experienced were ordinarily localized, and 
therefore, not sufficient to attract attention. During a critical point 
of this program, Lt. Col. ’alter H. Potter took over the responsibilities and established this program to such an extent that the administration 
was more or less automatic, and difficulties were quickly dealt with. 
The importance of this program can be visualized more exactly 
when it is understood that over 1 Q% of all military personnel required 
spectacles for the correction of their visual acuity. The importance is 
further emphasized when an excerpt from Lt. Col, James N. Greear, Jr.'s 
report of the "Ophthalmological Activities in the European Theater of 
Operations During the First Half of 1945”, is studied. Therein, he makes 
a statement that were it not for the optical facilities which operated 
in that Theater, it would be necessary to evacuate approximately 10,000 
soldiers per month who have lost or broken their spectacles. In reality, 
the efficiency of an individual is only as good as his eyesight—be he a 
Service Forces or combat soldier. During the last few years, the commercial 
optical companies have been making the public eyesight conscious, and 
undoubtedly, the Optical Pregram *.ill be realized as more important as 
time goes by. 
Before the history of the Optical Program is related, it is felt 
that due credit should be given to the two optical companies which 
undoubtedly carried the burden of the load in supplying military personnel 
with spectacles. They are the American Optical Company, Southbridge, Mass., 
and the Bausch & Lornb Optical Company, Rochester, New York. These two 
companies, despite the unusual demand for their production from civilians, 
were at all times conscious of the importance of the Array's Optical Program 
and never failed to be fully cooperative. It can be stated wixnout fear 
of contradiction that were it not for these two companies the Army's 
Optical Program v/ould be a serious failure. At this time, it should also be mentioned that due credit should also be given to Mr. Jerry Curry and 
-ur. K. E. . eber of the American Optical Company, and Mr. Jack Gwillim 
and Mr. A, H. Vdielpley of the Bausch & Lomb Optical Company, who had worked 
at all times in close cooperation with the army and who devoted their time 
in teaching optics to the individuals responsible for administering the 
Army's Optical Program, These men were at all times cognizant of the 
importance of this program and devoted their time above and beyond that 
normally required in connection v.ith their responsibilities to aid and 
further the Optical Program. It is the opinion of the author that the 
aforementioned companies and men should be given some official recognition 
for the splendid work they have done. 
On May 12, 1941, the Commanding Officer of the Station Hospital at 
Ft, McClellan, Alabama, advised The Surgeon General that approxinately 
seventy-five enlisted men of the 27th Division had broken their spectacles 
in the performance of military duty and the majority of these men could 
not have their spectacles repaired or replaced inasmuch as they were lacking 
funds. He further stated that a number of enlisted men, since being 
inducted in the federal service, were refracted at the Station Hospital 
at Ft. McClellan, and spectacles were strongly recommended, but a great 
many of the individuals were financially unable to purcte.se the necessary 
glasses, thus rendering themselves less efficient in the performance of 
their duties. 
At that time, the only provisions for purchasing spectacles for 
military personnel at government expense were contained in AH 40-1705 which 
authorized the procurement of spectacles at public expense only when it was necessary for the correction of visual defects resulting from violence 
suffered in the performance of duty. 
However, as early as May 194-0, a consideration was given to providing 
spectacles for military personnel during the national emergency, and at 
one time, it was contemplated that the American Red Cross would make such 
distribution in view of the existing Army Regulation* The Red Cross did 
not feel inclined that the matter of providing spectacles for military 
personnel was their responsibility and the matter was dropped. 
Upon receipt of the letter from Ft. McClellan, the question was 
vigorously pursued. It was estimated at that time that approximately 10$ 
of military personnel required spectacles and that the minority of these 
would not be wearing glasses at their entrance into the Service; therefore, 
making it necessary in some instances to provide the initial pair of eye- 
glasses. These estimations were based upon figures available from World 
War I, and it was felt that conditions since World War I in respect to 
an increase in deficient eyesight had not materially increased to affect 
the statistical data available. 
At this point, it may be stated that the first mistake was made in 
computing requirements at 10$ of all military personnel requiring spectacles, 
homally, it would have been correct to assume that conditions since World 
War I in deficient eyesight had not increased to any material extent; 
however, we neglected to remember that the education of the public with 
relation to eyesight had not begun until about 1930, and therefore, during 
World War I and in the 1920*s, visual deficiency had not increased, but 
the public was not aware that their eyesight had depreciated considerably 
and that the normal cure was a pair of glasses. It is safe to assume that although in this war it was found that 18$ of the indivi dials required 
visual correction, this figure may increase in perhaps twenty years to 
approximately 25$ when the public as a whole will become more eye conscious* 
The study concerning the issuance and repair of spectacles was made, 
and the entire natter reported to The Adjutant General on 5 June 1941 
(S*G*C. File 413*75-2), with the recommendation that eyeglasses be supplied 
to military personnel* It was explained that approximately 10$ of the 
selected trainees required glasses. In presenting advantages of providing 
spectacles to military personnel, it was pointed out that "correction of 
refractive defects insured maximum efficiency in the performance of military 
duty" • The Adjutant General approved this recommendation and directed The 
Surgeon General to provide spectacles and the repair and replacement thereof, 
and to make such incidental arrangements and such contracts as may be 
necessary. He further directed that The Surgeon General publish such 
directives and information as were required* 
Shortly after the receipt of the authority of The Adjutant General, 
letters were written to each service command stating the tentative plan of 
The Surgeon General, i.e., to let contracts for the issuance of spectacles, 
one in each service command. Although several of the surgeons of the 
service commands were receptive to this idea, it v.as felt that due to the 
fact that a standard frame would be adopted, difficulties would result if 
nine separate contracts were placed with individual dealers in the various 
localities. As will be later pointed out, the increase in requirements 
would not have made feasible a plan of placing contracts in each service 
command and the program would have collapsed. 
The first problem was to select a frame which had military 
characteristics; i.e., would be most suitable for military personnel. Originally, two types of frames were considered; namely, the zylonite 
flesh colored frame with padded temples and wire core, and white metal 
nickel silver frame with comfort cable terples, After some consideration 
and consultation with manufacturers, it was decided the vdiite metal frame 
would serve all purposes and be most satisfactory. It appeared that the 
zylonite frame would easily be broken when used in extremely cold 
temperatures or could easily go out of adjustment in extremely warm climates. 
As stated, the frame selected was composed of 10$ nickel silver and had a 
reinforced bridge which could not be placed out of shape with ordinary 
vigorous usage. Later on, as the program was under way, it was found in 
extremely warm climates the frame corroded easily at such points which 
came into contact with the skin, in some instances causing discoloration 
and dermatitis. Consequently, the nickel silver content of the frame was 
raised to 18$, and some of the parts such as pad arm and pad arm assembly 
and endpieces, cable windings, were made of pure nickel. In extremely few 
cases, it was also necessary to furnish zylonite frames to individuals who 
had an idiosyncrasy of the skin whereby contact with metal caused dermatitis. 
Such requirements, however, were extremely small, and no special provisions 
had to be made for providing these frames. Attached hereto is a specification 
of the frame which was finally adopted. It may be stated that at the 
termination of the lar, individuals who served with optical repair units in 
the warm climates insisted that the ideal type of frame would be one of 
zylonite construction. It should be pointed out, however, that although 
there is no such argument that such frame is ideal for warm climates, such 
individuals advocating this frame are not aware of the reactions of this 
frame in cold climates. At one point in the program, numerous complaints were received 
from the various posts, camps and stations procuring spectacles issued 
by the government that the frames caused discoloration of the skin* 
However, an extensive survey was made of each military installation, and 
it was found that in the majority of instances the discoloration was 
caused through an idiosyncrasy of the skin rather than from a defect in 
the construction of the metal frame. 
As mentioned above, although the theory was disapproved that nickel 
silver frames caused discoloration and dermatitis, it is believed that 
this resulted from the fact that individuals in the field handling this 
inquiry were not sympathetic with the survey and because they lacked 
optical experience. With the war being terminated and an opportunity 
now being at hand to sift the various opinions on this subject, it is the 
firm conclusion of the author that the ideal type of frame is one which is 
gold filled. In addition, it is believed that the frame should either be 
flesh colored (in pink or white gold, and if at all possible, some form of 
camouflage such as etching should be used in order to minimize the reflection 
received from a highly polished frame). 
At this point, it is felt that it would be well to mention the fact 
that frame production is extremely important. It may be emphasized that 
a great deal of difficulty was experienced when requirements were re- 
computed from 200,000 pairs of spectacles per year to 2,350,000 pairs 
Inasmuch as a production cycle of five months was involved, i.e., from 
the time that allocations were received for raw materials to the time a 
finished product was distributed and stocked at the branches. Consequently, it was necessary that any sudden increase in requirements be predicated 
at not less than 180 days, '"hen requirements were re-computed and found 
to be completely erroneous in that the new requirement was approximately 
1200$ in excess of the old, it was realized that the sole contractor for 
commercial type spectacles would be unable to meet the total demand either 
from the standpoint of production as well as filling prescriptions on an 
individual basis. The ITar Production Board was requested to survey the 
entire optical industry, and as a result of these findings, the production 
of the spectacle frames was apportioned among nine frame manufacturers, 
and the prescription contract was given to two optical companies which had 
dispensing facilities in all parts of the country. Frame production was 
allocated on the basis of all the frame manufacturers' civilian production 
in order that all optical companies could equally share in the Array's 
requirement and at the same time not penalize one manufacturer by forcing 
him to devote his full production to army requirements while other 
manufacturers continued selling spectacle frames to commercial sources 
at a higher margin of profit. 
Lenses which were chosen for use with the spectacle frames in 
commercial type spectacles were of first quality free from any defects, 
strias, chips, etc,, and were actually the best quality lens available in 
wholesale production, (The American Optical Company Centex and Bausch & 
Lorab Optical Company Balcor or equivalents were provided.) Bifocal lenses 
were also supplied and these were of the Kryptok variety which was a first 
quality lens as far as civilian consumption was concerned. Although issuance 
of spectacles was confined to these two types of lenses, there were instances 
where, in unusual circumstances, special types of lenses such as corrected curve, special base curves, flat lenses, lenticular lenses, contact lenses, 
etc,, were supplied. However, these were not specifically set forth in 
the contract, and before purchase of such lenses was made, it was necessary 
to receive prior authority from The Surgeon General. Early in 1945* this 
authority was decentralized to the service Commands and Ports of Embarkation, 
All such purchases of special lenses were made under the existing spectacle 
contracts, and in that way, lenses were received at the wholesale price, 
and the various administrative and fiscal problems were ne.de uniform. 
As in the case of frames, the increase in requirements both on a 
prescription basis in this country as well as an overseas stockpile set 
up to supply the mobile, base and portable optical repair units in the 
various theaters of operations, it was necessary that the lens production 
be apportioned among eleven lens manufacturers. This again was handled 
through the -ar Production Board, and the requirements were allocated for 
the same reason as applied to the frames mentioned above. 
The difficulty experienced in production of frames and lenses can 
be more readily visualized when it is pointed out that in addition to the 
Army’s requirements and the great increase in commercial business in the 
United States, the optical companies were called upon to supply vast 
stockpiles of frames and lenses on lend lease; i.e,, to the allied nations. 
Before our entrance into the war, the optical companies were working at 
maximum production and had no plans for expanding facilities in order to 
meet Army requirements should we enter the war, and consequently, upon 
our entrance into the war, the"production of the optical industry was in 
rather a chaotic state. The Army began supplying spectacles on a prescription basis for 
troops in this country in January 1942, and estimates were made to the 
contractor that for the year 1942, approximately 200,000 pairs of 
spectacles would be required. This was based on the estimate that 1C$ 
of all military personnel would require spectacles, and the basis of issue 
at that time was one pair of glasses to each individual requiring spectacles, 
and an additional pair supplied when such an individual was being shipped 
overseas. Of the numerous bids which were received, only two companies 
were selected for consideration inasmuch as both of these companies 
(American Optical Company and Bausch & Lomb Optical Company) had dispensing 
facilities through the medium of branch offices or affiliated branches 
located in the majority of large cities throughout the country. Both 
contractors had approximately 250 such Branch Offices, and it was felt 
that from the administrative and fiscal standpoints, the awarding of one 
contract would be a great deal easier to handle. The contract was awarded 
to the American Optical Company since its price was the lowest. 
After a contract was awarded to the American Optical Company, this 
office received a great deal of criticism from the Smaller War Plants 
Corporation and Congress to the effect that we were aiding and abetting 
a monopoly. Various small optical dispensers insisted upon our placing 
contracts locally in order that they might service one or two camps. The 
author wishes to emphasize that had we let many contracts rather than 
one central contract, the administrative as well as fiscal aspects would 
have been extremely complex, and it is strongly advocated that a central 
contract should always be placed. As stated above, requirements were miscalculated, and when it was 
found that approximately 2,350,000 pairs of spectacles would be issued 
during 1943, contracts were awarded to both the American Optical Company 
and the Bansch & Lomb Optical Company to share proportionately the Amy's 
demand, A total peak of 192,000 pairs of spectacles was ordered on an 
individual prescription basis in July 1943, and at that time, it was 
realized that in order to fill this large quantity of prescriptions, it 
would be necessary for the contractors to subcontract some of this 
prescription work to individual dispensers located in the same city. As 
a result, this increased the capacity of the various Branches from a 
prescription production standpoint and requirements were met. However, 
delays in delivery were occasioned since a shortage of frames as well as 
lenses was experienced, and the optical companies were not geared for this 
large demand. At that time, lens and frame production was apportioned 
between the various contractors, and the Army turned over to the contractors 
who supplied spectacles on a prescription basis, quantities of frames and 
lenses to the prescription demand. 
When the spectacle program was being orgauizad, it was realized that 
that a tremendous clerical task would be involved if it would be necessary 
to order spectacles on an individual prescription basis in the routine 
manner whereby a delivery order, a contractor's bill and receiving report 
would be made out for each individual pair of glasses# This would occasion 
a total of 24 copies, it being estimated that the clerical time involved 
to complete all these forms for one pair of glasses would take approximately 
15 minutes, not taking into consideration the contractor's time and which 
would require another five minutes per order. As was later indicated with the progress of the war, the labor market became very critical, and no 
doubt, the method employed for individual purchases under contract would 
have cut a deeper groove in the labor market. All this being realized, 
a form (VJ.D., M.D. Form No, 130) was devised (copy inclosed) which acted 
as a combination delivery order, contractor’s bill and receiving report. 
This form took up the size of a standard sheet, and it was finally approved 
by the Comptroller General for official use. Copy of the W.D., M.D. Form 
No, 130 is attached hereto. In the middle of 1944, a new form was devised 
(W.D., A.G.O, Form No, 8-145) (copy inclosed) which cut the work approximately 
in half inasmuch as one-time carbons were furnished with the order form in 
sets of the required number of copies. In this manner, the task of inserting 
carbons was eliminated, and the following procedure for ordering spectacles 
was finally adopted: 
1, The delivery order was filled showing the name of the contractor, 
contract number, name, age, rank and of the patient, name of 
the installation and date of the order and pertinent data concerning the 
prescription. (Vil.D., A.G.O. Form No. 8-145 was supplied in 7 copies). 
With the original of the delivery order signed by either a medical supply 
officer or the prescribing medical officer, the seventh copy was retained 
for a tickler file for the installation concerned, and six copies with the 
carbons forwarded to the nearest branch of the optical company. 
2, After the prescription was filled, the order was returned with 
the spectacles and the contractors bill was filled out showing the name 
of the contractor and date the order was filled, the cost of the spectacles, 
the invoice number of the braich office and the original only signed by the 
Branch Manager or his designated representative. The 5th and 6th copies were removed for the contractor’s files, the remaining being forwarded to 
the installation with the glasses, 
3. The delivery order was then completed on the four copies received 
from the branch office of the optical company, and notation made on the 
tickler copy of the date the glasses were received. The following information 
was contained on the delivery orders Contract number, the name of the 
installation, the date the spectacles were received and the original was 
signed by the medical supply officer. These four copies were then sent 
forward for processing for payment, and the seventh or tickler copy 
retained at the installation for its permanent record. 
At the beginning of the spectacle program, all orders were forwarded 
to the Fiscal Division, SCO, in Washington, and there the orders were audited 
and sent to the Finance Office for payment. However, this function was 
decentralized to 12 branch fiscal offices throughout the country associated 
with distribution depots, and eventually, consolidated to one regional 
fiscal office located at the St, Louis Medical Depot, St, Louis, Mo. In 
order that as little time as possible could be devoted to auditing spectacle 
order forms, various installations were directed not to concern themselves 
with any auditing features nor with the correctness of the price; consequently, 
a great burden was relieved from the installations, all of it concentrated 
on individuals who were auditing experts. 
Further information concerning the fiscal aspects of the Optical 
Program is available in the history of World War II being written by the 
Fiscal Division, SGO. 
The auditing of spectacle order forms involved a unique problem in 
that before the correctness of the price could be determined, the 
prescription had to be interpreted. With the original contracts, a price  order forms from the optical branch offices would accumulate such forms 
for weeks, and in some instances, months at a time before the Ifedical 
Supply Officer took a day off to sign all the necessary forms, Again, 
this was remedied by means of a directive whereby it was made mandatory 
that spectacle order forms would be signed the same day that the glasses 
were received. 
At the beginning of the Optical Program, the basis of issue for 
spectacles, commercial type, was one pair to each indivi dual requiring 
spectacles for the efficient performance of his military duties, and 
another pair was provided him upon embarkation for overseas, This basis 
of issue, of course, created a burden on the staging areas and ports of 
embarkation, and when large numbers of troops were being sent overseas, 
the optical company under contract was unable to meet the delivery 
schedules (3 days) with the final result that the majority of such 
spectacles ordered had to be mailed to the respective APO addresses, and 
consequently, there is no doubt that a great many individuals never received 
their second pair of glasses. The faultiness of this basis of issue was 
realized, and it was then decided that two pairs of spectacles would be 
issued to the individual concerned as early as possible in the training 
period. 
Shortly after the Optical Program began, it was found that the Army 
ophthalmologists were ordering lenses in l/8 diopter variations* This 
practice resulted in holding up delivery inasmuch as such type lenses had 
to be ground to prescription. Ordinarily, a wide range of foci in 1/4. diopters 
is carried by optical companies, thereby eliminating the necessity for grinding 
lenses on a prescription basis for the common type of prescriptions. However, the ordering of 1/8 diopters as stated above, required extra ?;ork, and 
after consultation with many ophthalmologists, both civilian and military, 
it was decided that a directive be written advising personnel doing 
refractions in the Army’s posts, camps and stations, to not prescribe any 
lenses in l/8 diopter variations* 
In July 194-3, a total of 190,000 pairs of spectacles were ordered, 
and after an analysis was made, it was found that individuals were being 
furnished spectacles who did not require them. As an example, there were 
many glasses issued with piano lenses for both eyes as well as very minor 
corrections such as plus or minus .25 in each eye. It was also found that 
some glasses were issued calling for a slight prismatic correction of l/4 
to 1/2 diopter. At that time, an optical board was organized consisting of 
military as well as civilian ophthalmologists, and it was this Optical 
Advisory Board which decided that spectacles would be issued only to 
individuals who required a correction of more than one diopter in any meridian 
in either eye. This basis of issue was in effect for perhaps two months when 
the Amy Air Forces requested a waiver in their particular instance inasmuch 
as a large number of their personnel did not come under the provisions of 
this basis of issue although the minor corrections they required were 
considered essential for the efficient performance of their military duties. 
This was especially true in the case of individuals who required minus 
corrections up to one diopter and who did not come within the provisions of 
the basis of issue. The waiver was granted to the Amy Air Forces, and 
shortly thereafter, it was decided that this basis of issue was also faulty. 
Again, the Optical Advisory Board decided that the basis of issue should be 
changed to individuals having a visual acuity of worse than 20/100 in either eye or to other individuals who, in the opinion of the prescribing medical 
officer, required spectacles for the efficient performance of military 
duties regardless of their visual acuity. In this latter instance, 
however, it was necessary that a certificate of necessity would be 
attached to the spectacle order form which would be certified by the 
prescribing medical officer and the circumstances set forth which 
necessitated the issuance of spectacles. The reason that the visual 
acuity was set as a yardstick of measurement rather than the diopter 
was that it was felt that the diopter rule forced refraction whereby an 
individual had to be refracted to determine whether he required a lens 
above one diopter in any meridian. On the other hand, the visual acuity 
rule necessitated an individual reading the 20/100 line with either eye. 
After a survey was made, it was found that in 60$ of the instances, 
certificates of necessity were required, and it was realized that from 
the administrative standpoint, an undue burden was being placed on the 
already overworked eye clinics, and consequently, a basis of issue was 
adopted which has been in effect up to the present time whereby spectacles 
would be issued to individuals requiring a correction of more than one 
diopter in the meridian of greatest defect in either eye or to other 
individuals who required spectacles for the efficient performance of 
military duty in the opinion of the prescribing medical officer in which 
instance a certificate of necessity had to accompany the order. 
Concerning the certificate of necessity, in the early stages of the 
optical program, it was necessary that separate copies of the certificate 
of necessity accompany the order; however, with the adoption of V.,D., 
A.G.O. Form No, 8-143 as a spectacle order form, the certificate of necessity was printed in the purchase order section of the order form 
which only needed the signature of the prescribing officer, thereby 
eliminating the clerical problems which were involved. 
At the conclusion of the war, a directive was immediately written 
to the effect that the basis of issue would be only one pair of spectacles 
to each individual requiring correction. This order was put into effect 
since it was felt that it would be more economical by reducing the number 
of pairs issued to an individual. In the event an individual would break 
his one pair of spectacles, he would be obliged to wait until they were 
either repaired or replaced. It is the opinion of the author that this 
directive represented false economy inasmuch as individuals who were 
obliged to wrait for their spectacles after they were broken would be placed 
on sick call, and in effect, waste their time until the repaired spectacles 
were returned to them. It is a firm conviction that the basis of issue 
should be one pair to individuals with the exception of two pairs being 
given to those who have a visual acuity in either eye of 20/70 or worse, 
or a binocular visual acuity of worse than 20/A0, 
Although the question of hardening lenses came up quite often during 
the Army!s Optical Program, it was never adopted. However, again, it is 
the opinion of the author that serious consideration should be given to the 
utilization of tempered or hardened lenses since the factor of breakage 
is less prevalent in such types of lenses. In addition, at the present 
time, a great deal of experimentation is being performed by various 
optical companies of a non-glare lens. It is obvious that such a type lens 
has very definite military characteristics, and if this program is successful, 
it is believed that the tempered, non—glare lens is ideal. Requirements:—Probably the greatest error of the Optical Program was 
the computing of requirements in the early stages of the program. Primarily, 
it was estimated that only 10$ of all military personnel would require 
spectacles, and this estimate was based on the requirements of rorld War I 
as well as the Civilian Conservation Corps, Actually, it was found that 
somewhere between 18$ aud 20$ of military personnel require spectacles for 
the efficient performance of military duties; however, if spectacles were 
issued without any restrictions whatsoever, there is no doubt that this 
percentage would probably be much higher. At the beginning of the Optical 
Program, inductions were at a rather moderate rate and were stepped up 
without adequate warning to enable the contractor to tool up for the demand. 
For the year 1943, an estimate was made that approximately 250,000 pairs 
of spectacles would be issued. Actually, however, approximately 2,250,000 
spectacles were issued, and taking into consideration the fact that 
approximately five months are required for a contractor to build up his 
production (this involves the allocation of mterials, the processing and 
the shipment to the branch offices), it was not unusual that delivery of 
spectacles was delayed as much as three to four months after an order was 
placed as compared to the contract delivery time called for of three days. 
At the present time, requirements are figured on the basis of 
inductions, two pairs for each man plus a 30$ per annum replacement factor 
covering all individuals requiring spectacles who are stationed in this 
country. For example, supposing one million men will be inducted in 
one year, 18$ of which will require spectacles, and since two pairs of 
spectacles will be issued to each individual, a total of 360,000 pairs of spectacles are required. Supposing further that three million men are 
stationed in this country, 18$ of whom are wearing spectacles and each 
man having two pairs in his possession, with a replacement factor of 
30% on the 54-0,000 spectacles existing would make a replacement factor of 
162,000; therefore, the requirements for that year for issuance locally 
would be 522,000 pairs of spectacles. 
Fitting and Repair Cases:—At the beginning of the optical program, 
it was realized that with the distribution of spectacles, it would be 
necessary to set up an organization which could prescribe as well as fit 
the frames after they were received from the optical company. Realizing that 
with the induction of men into the Amy many opticians would find their way 
into the eye clinics (this being especially true when the program for 
providing spectacles was announced to the various posts, camps and stations), 
a fitting case. Item 3627500, Case, Spectacle, Fitting and Repair, was 
devised which contained frames of all sizes which would be supplied under 
the optical program as well as an adequate quantity of temples of various 
sizes as well as adjusting pliers, screwdrivers, taps and screws for the 
endpiece as well as temple-piece. The sizes of frames supplied were? 
40 x 18 42 x 20 44 x 20 46 x 22 
40 x 20 42 x 22 44 x 22 46 x 24 
40 x 22 42 x 24 44 x 24 46 x 26 
40 x 24 42 x 26 44 x 26 
40 x 26 
The temple lengths supplied were 52H, 6”, 6=rM and 7”, The procedure set 
up -for taking measurements of the frames as well as fitting was as follows; 
After refraction, the individual would present himself to the optician 
who would determine the size frame and temple required, and this data 
together with the prescription would be set forth on the spectacle order 
form. Upon receipt of the spectacles, the individual concerned would be notified, and he would present himself at the installation concerned 
where the spectacles would be fitted to the face of the individual. This, 
in effect, was the procedure which was set up. However, there is no doubt 
that possibly as little as 20$ to 25$ of all installations actually followed 
this procedure. With the rapid rate of inductions in the early stages of 
the war, the eye clinics were tremendously overburdened, and with the 
second pair of spectacles being issued at staging areas and ports of 
embarkation, the majority of eye clinics dispensed entirely with fitting 
of spectacles to the individual’s face. It was observed at many of the 
busy installations that the spectacles received at the eye clinic would 
be sent to the commanding officer of the individual's unit, and the supply 
sergeant would hand the spectacles to the individual. Of course, a great 
many individuals wore glasses previously and realized that fitting was 
necessary, and they either fitted the glasses themselves, or when on 
furlough, had them adjusted at some civilian optical shop. Although it 
was realized that this practice was common, no action was taken to remedy 
the matter since it was realized that the eye clinics were tremendously 
overburdened, and it would be a physical impossibility to expect them to 
carry the responsibility of fitting spectacles, ubviously, the only 
solution to the problem was the addition of manpower, aud this was entirely 
not feasible. 
The problem of fitting spectacles is much more important than many 
people realize inasmuch as individuals with high corrections require that 
the spectacles be properly fitted. This is especially true with individuals 
who have high astigmatism or who wear prisms. It is recommended that a 
training program be instituted whereby Medical Corps personnel could learn 
the art of fitting spectacles. As stated before, this phase is considered extremely important, and the above suggestion should be considered very 
carefully. 
Although the problem of production of spectacles has been mentioned 
before, it is felt extremely important to devote some space to it. As 
previously mentioned, there is a production cycle of five months to the 
manufacturing of frames; three months are devoted to securing the raw 
materials which are allocated by the ;ar Production Board; one month is 
required to make the necessary parts and assembly at the factory; and 
another month is required for shipment from the contractor’s plant to the 
various branches throughout the country. In addition, it is necessary to 
have three months' requirements in production at all times since the branch 
office of the optical company should have two months of stock on hand and 
another month's stock in the pipeline from the contractor's plant to the 
branch office. In the event requirements are under-estimated, it would take 
five months before pressure of demand would be somewhat minimized. For that 
reason, it is felt advisable that requirements should be over-estimated. 
Since the* contracts are lot for an entire year, it is felt that at the half- 
way mark, if it is learned that the requirements are too high, the contractor 
can always be told to cut back on production. Probably, the most serious 
problem which was encountered in the way of production on the optical program 
was the fact that ¥<e had a critical shortage of manpower. Between the American 
Optical Company and the Bausch & Lomb Optical Company, about 50$ of all the 
civilian requirements were being filled, and when these two companies were 
called upon to furnish prescription work (before other manufacturers were 
called into the picture to supply frames and lenses) a great deal of their 
production was devoted to Army, and other optical companies were given an advantage to sell more spectacles to civilians at a higher margin of 
profit. To meet the demands of the Army, the American Optical Company 
expanded its lens factory. 
Distribution Problems:—Spectacles were distributed as previously 
mentioned by the branch offices of the optical companies directly to the 
posts, camps and stations. Since obviously, optical branches were not 
located in the same cities as Amy installations, spectacles were delivered 
either through the mail or by Railway Express, However, those installations 
in close proximity to the branches usually made a practice of delivering in 
person prescriptions and at the same time picking up the finished spectacles. 
The above applied to the American Optical Company, The Bausch & Lornb 
Optical Company, on the other hand, set up 12 shops which did nothing bit 
military work, and these shops were located strategically throughout the 
country, taking into consideration the troop as well as camp displacement. 
The total capacity of these branches surpassed by 10$ the quantity contracted 
for to allow for any anticipated expansion. Of course, spectacles were 
delivered almost exclusively by the mail or Railway Express. 
American Optical Company, on the other hand, with its network of 
branches, all of which were not able to handle the same capacity ranging 
from as low as 30 jobs a day to as high as 300 jobs a day, felt it 
necessary to establish farm-out points; for example, if prescriptions 
received at a certain branch were in excess of tne allocated capacity of 
the particular branch, the surplus was in the early stages of the program 
farmed-out to the zone headquarters who, in turn, farmed-out the work to 
a branch office which did not have too much to do. The contract delivery 
time called for three days, and obviously, by employing this method, at least 10 days were spent in the processing of mailing prescriptions and 
spectacles back and forth. At the insistence of the Array, a procedure 
was finally adopted and established whereby any over-flow of work would 
be immediately farraed-out to the nearest branch office directly from the 
originating branch, and the spectacles in turn would be delivered directly 
from the farm-out branch to the installations. Another reason for poor 
delivery service was that Army installations kept prescriptions on land for 
a total of 7 to 10 days and then submitted this large group of prescriptions 
to the optical branch. Ordinarily, this represented several times the 
capacity of the branch office, and it was impossible for the branch office 
to allocate its work in such a manner as to give us three day delivery 
service. Although directives were written on the subject (See Par, 15, 
War Dept. Pamphlet No. 8-5, 20 June 19AA), Army installations continued 
the practice of sending in prescriptions periodically, and up to the present 
time, it has been found that official letters, telephone calls and personal 
contacts did not remedy the matter. 
To summarize the distribution of spectacles, it is our opinion that 
speedier delivery would be received if the American Optical Company adopted 
a system of setting up strictly military shops; in that way, the total 
capacity of such military shops would equal the amount of the contract, 
and the farming-out of prescriptions would be unnecessary. As it stands 
at this time, with the majority of American Optical Company branches 
allocating a certain portion of their shop capacity to Army work, there is 
no doubt that although we have emphasized that the Army work takes No. I 
priority, the branch managers realize that after the war, they will cope 
with civilian business exclusively, and for that reason, there is a natural tendency to give priority to the work of their customers than to the Array* 
The Uausch & Lorab Optical Company, on the other hand, as stated above, has 
devoted a limited number of branches exclusively to Army work, and from 
all standpoints, delivery as well as administration of the program from 
the contractor's standpoint, has been simplified a great deal* In this 
connection, it has been the practice of the Bausch & Lomb Optical Company 
to hold periodic meetings with all their Army branch managers, and all 
problems are threshed out. The Army also has a very definite advantage 
when such meetings are held inasmuch as pep talks are given which 
undoubtedly help a great deal in getting rapid delivery of spectacles. 
Another advantage of establishing branches to do strictly Army 
7*rork is that the number of such branches would be at a minimum, and the 
inventory of lenses and frames required would be much lower* In this 
connection, it may be stated that when contracts were let, a definite 
quantity of so many spectacles to be delivered per year was indicated 
plus an additional number of frames was to be purchased by the Government 
at the expiration of the contract (and in the event it was not renewed) 
which was necessary to be carried as an inventory. 
Expeditious delivery of spectacles cannot be over-emphasized for 
several reasons. Primarily, spectacles are issued as early as possible 
in the training phase of the inductee, and it is necessary that he be 
equipped with the proper spectacles in order that his military duties may 
be efficiently performed* Expeditious delivery service again is extremely 
important as in the case of replacement when individuals are transferred 
to other installations or to staging areas and ports of embarkation for 
overseas movement* Unless spectacles are delivered in a certain limited period of time, i.e., before the individials are shipped out, the chances 
are that the glasses will never reach the individuals concerned. Again, 
expeditious delivery of spectacles is important from the morale aspect 
since overburdened eye clinics work long hours to prescribe glasses and 
then in effect have to wait long periods for the receipt of such spectacles. 
As a result of poor delivery service, we have been faced with the 
problem of undelivered spectacles since individuals shipped overseas could 
not be traced. Such undelivered spectacles are returned to a central 
stockpile which will later be explained, and the salvage value has been 
very small in that only the fronts and temples can again be utilized. Only 
can this be accomplished after the glasses are dis-assembled. The lenses, 
of course, which constitute 2/3 of the cost of glasses have to be scrapped 
since lenses are issued on individual prescription, it being very unlikely 
that a certain prescription with a particular axis and of a particular size 
could be utilized without, setting up an elaborate salvage system. At this 
point, however, it may be well to mention that personnel who did not have the 
two pairs of spectacles in their possession were not held from overseas movement. 
In the early stages of the program, it was found that individuals would 
unduly destroy their spectacles in order to be withheld from shipment. However, 
with elaborate optical facilities set up in theaters of operations, it vras 
felt that the replacement of spectacles could be accomplished in an overseas 
theater. Malingerers have also made the practice of breaking their spectacles 
or losing them so that they can go through the formality of eye examinations 
where the prescription was not available, and then not perform any duties for 
the period of time it took to deliver the spectacles. To combat this, it was 
ruled that military personnel, who through willful negligence or design, with 
the intent to temporarily incapacitate or unfit themselves for military duty or to delay shipment overseas destroyed, lost, discarded or disposed 
of spectacles which had been issued to them, were guilty of a violation 
of Articles of V/ar 96. 
Gas Ilask Spectacles:—In the early stages of the Optical Program, 
it was realized that a visual correction for wear beneath the gas mask 
had to be furnished. The British, in supplying spectacles, combined one 
which was practical for ordinary wear as well as for wear beneath the gas 
mask. This was an ordinary round eye frame with the endpiece more or less 
flush against the eye wire and with flat temples. Of course, since the 
British gas mask was unlike that issued to our military personnel, their 
problems were'much simpler. The Germans and Japanese, on the other hand, 
provided a spectacle for wear beneath the gas mask which was of the goggle 
variety and was held to the face by an elastic band going around the head. 
In issuing the visual correction beneath the gas mask, both types— 
the British and German—we re taken into consideration, and the German type 
was ruled out since the elastic band forced the bridge of the goggle frame 
too severely against the nose causing great discomfort, and when supplied 
with our gas mask, caused leakage at the temple. The British type spectacle 
was finally adopted although the final models were not sufficiently tested. 
After some 100,000 of these frames with flat temples had been issued, tests 
were made, and it was found that leakages occurred in the tenples, and a 
directive was immediately circulated advising of the conditions and 
prohibiting the use of this spectacle beneath the gas mask. In turn, these 
spectacles were used as an auxiliary pair of glasses for ordinary wear. 
The basis of issue of the spectacles with the flat temples hereinafter 
referred to as spectacles, gas mask type, was to each individual requiring visual correction, and consequently, the requirements were rather high. 
Later on, after exhaustive tests, it was felt that only those individuals 
having a binocular visual acuity of 20/70 or worse would receive them, 
and up to the present time, this has worked out very satisfactorily. 
The spectacles, gas mask type, were not issued until individuals were 
under movement orders, and consequently, the period of time when individuals 
were stationed at staging areas and ports of embarkation was very limited, 
and it was necessary that many glasses had to be mailed to overseas stations. 
In changing to the 20/70 binocular visual basis of issue, it was also 
decided that spectacles would be issued as soon as a unit was placed in 
the readiness stage, and this allowed a period of four to twelve weeks to 
prescribe and issue spectacles which has proven to be quite ample. 
A great deal of difficulty was encountered in the fitting of spectacles, 
gas mask type, since the temple was flush against the eye wire, and provision 
was only made for a maximum pupillary distance of 66 mm., the largest size 
being a 40 eye with a 26 bridge. This, in effect, necessitated the angling 
outward of the temple piece so that individuals with broad faces could be 
properly fitted, and so the temple would not dig into the skin at the 
temples. Since the temple pieces were flat, they were susceptible to going 
out of adjustment easily, and after such spectacles were put on the face 
several times, the temples came out of adjustment. As in the case of 
commercial type spectacles, fitting cases (Item 36277, Case, Spectacle, 
Fitting and Repair, Gas Mask Type) were distributed to all installations. 
Unlike the commercial type spectacles, it was necessary to fit these glasses 
with the utmost of care. At best, the fitting of the spectacles, gas mask 
type, was not good. After several complaints were received from the field about leakages 
of gas at the temple piece, exhaustive tests were made, and it was 
determined that the spectacles, gas mask type, were entirely unsuitable 
for wear beneath the gas inask because of discomfort and gas leakage, 
when this was determined, a correction for wear beneath the gas mask 
’was designed which consisted of a 40 mm, eye wire supported by three 
brackets to a frame which was inserted beneath the gas mask next to the 
lens. Although no complaints of this type of correction have as yet been 
voiced, it is the opinion of this office that this is not the ideal and 
practical type of item to be supplied. Hat her than striving to design a 
spectacle for wear beneath the gas mask, it would seem best if the gas 
mask were designed which could accommodate an ordinary pair of spectacles. 
This spectacle hereinafter referred to as the Eyeglass, Gas Mask, 
M-l, was supplied in seven positions, five of .hich were with a 40 mm. eye 
wire, and two of which had a 36 mm, eye wire. The various positions were 
to take care of the various pupillary distances and also the vertical 
positioning of the lens to the eye. The fitting problems, of course, were 
complex in that the individual had to present himself with a gas mask, and 
the position he required had to be determined. This was, however, 
simplified when a plastic guide with the various positions marked was used. 
(See copy of fitting instructions attached.) The two positions with the 
36 ran. eye wire were used for individuals with sunken eyes since the 40 mm, 
eye wire would press against the nose and eyebrow of such individuals. As 
in the case of other spectacles, it was necessary to devise a fitting case 
(Item 9354000, Case, Fitting, Eyeglass, Gas Mask, M-l) which was comprised of the various positions required, and these were automatically distributed 
to a3.1 installations. The basis of issue of this spectacle was the same as 
that of the spectacles, gas mask type, in that individuals alerted for 
overseas movement and who had a binocular visual acuity of 20/70 or worse, 
were supplied with such eyeglasses. Provision was also made to supply 
these spectacles to personnel who supervised training phases, etc. 
Taking this basis of issue into consideration, the requirements were 
rather moderate in that it was felt that approximately 7$ of all military 
personnel require such spectacles, and a maintenance factor of 30$ was 
allowed. 
In the early phases of the optical program, The Surgeon General's 
Office and the Chemical Warfare Service did not mutually face the problem 
which was involved. Although The Surgeon General had the responsibility 
of supplying corrections to military personnel, the responsibility of the 
Warfare Service supplying a suitable mask to take such correction 
cannot be minimized. This, of course, was a contributing factor for the 
failure of the spectacles, gas mask type. From that time on, however, 
there was the greatest coordination between the two services. 
With large numbers of troops overseas, there was a difficult problem 
of distributing the Eyeglass, Gas Mask, M-l, to military personnel. Theaters 
were queried on the subject, and requirements were submitted to this office, 
and in turn, stocks of fitting cases, frame inserts as well as pre-edged 
40 mm. lenses of all conceivable foci were shipped to such theaters, and 
only after a painstaking effort was the Eyeglass, Gas Mask, M-l, supplied. 
This was a huge problem, and it is stressed that in future instances, 
every effort should be made to supply the correction for wear beneath the gas mask as early as possible after troops are alerted in this country, 
(Ed, Note—For the future, it would be best to either adopt a spectacle 
which could be used for ordinary wear as well as wear beneath the gas 
mask, or to devise a mask which would accommodate a conventional cosmetically 
desired spectacle.) 
Overseas Program:—When this country entered the war, it was realized 
that troops would be sent overseas, and consequently, provisions would 
have to be made for repair and replacement service in overseas theaters. 
Consequently, Mobile Optical Repair Unit, Item ho. 93638, was devised 
which consisted of a 2| ton truck with a stake body. The equipment 
carried was edging equipment and other miscellaneous optical machinery 
with the exception of surfacing equipment. This entire unit, when in 
transit, would be covered, by a tarpaulin. Approximately eight of these 
units were purchased, and shortly after, they were put into use, it was 
realized that it would be necessary to design a unit which was self-contained 
arid where operation could actually be made in the truck. Consequently, 
Item No. 9958900, Truck, 2| Ton, 6x6, Optical Repair (copy of specifications 
inclosed), was designed which consisted of a truck with a custom built 
body. The equipment for all practical purposes was identical to the old 
unit, with the exception that surfacing equipment was added because it was 
found that a large stock of lenses supplied vdth the unit could fill only 
9Cyfo to 95% of all prescriptions. This newly designed unit was heated, had 
water, light and could be operated under any and all weather conditions. 
In designing this unit, it was decided that all equipment, i.e., the 
surfacing and edging equipment, would be permanently mounted on the benches 
Y/hich were in tuin permanently mounted on the floor oi the body; later it ■was found that it would be more ideal to make the equipment removable 
since occasionally, these units vfould operate behind the rear lines, and 
the ideal conditions would be to remove the equipment and operate in some 
building. However, for all practical purposes, this unit worked out 
splendidly. 
In addition to the mobile unit, a unit was also designed which 
carried the same equipment as the mobile unit with the exception of the 
truck. This item was called the Base Shop Optical Repair Unit, and was 
issued to such service troops which were housed and which would be stationary. 
In addition to these two units, a third type unit was devised, Item 
No, 9363900, Optical Repair Unit, Portable (copy of specifications inclosed), 
which consisted of two iiedical Department chests containing a moderate 
assortment of lenses and frames, a hand operated edging machine, cutter 
and miscellaneous optical tools, hater, it was found that this unit did 
not carry a sufficiently wide range of foci, and also, that the hand 
operation of the edging equipment was cumbersome. As a result, a third 
chest was recommended for standardization which included lenses which had 
previously been omitted as well as a number of fronts aud temples and a motor 
which was to be used with the edging equipment. Since the war terminated, 
this third chest was never purchased and put into practical operation. 
To summarize, it may be stated that the equipment used and the 
units devised were completely adequate to do the .job for which they had 
been developed. 
Originally, one optical repair unit, mobile, and two portable optical 
repair units were issued to each medical supply depot. However, it was 
soon learned that this was an extravagant waste of optical repair facilities and the basis of issue was set forth in T/0 & E 8-500, 23 April 1944* 
which provided that the mobile unit (Type BF) could supply 150,000 troops 
and could be augmented by the portable unit (Type BG) whenever troops 
wore scattered over a wide area* Since then, it has been found that 
the ideal basis of issue would be one mobile unit and two portable units 
for each 200,000 troops scattered over a wide area. Should, however, the 
200,000 troops be all concentrated, a mobile unit could easily handle the 
requirements. 
The mobile unit and two portable units were under the control of one 
officer and ten enlisted men. Six enlisted men and one officer were 
assigned to the mobile unit and two enlisted men to each of the portable 
units. All of the enlisted and officer personnel were opticians. It 
was found that one portable unit could do between fifteen and tv/enty 
prescription Jobs a day, and the mobile unit could do as much as 100 jobs 
per day. All this is based on an eight hour day. 
In order that the Army would have a sufficient number of personnel 
to run the optical repair units, a training school was established at the 
St. Louis Medical Depot, St, Louis, Mo,, where officer and enlisted 
personnel were given an orientation course and were made familiar with 
Army equipment. As can be readily visualized, it was necessary to take 
men into this school wiio had been opticians in civilian life since it ’was 
realized that it would be impossible to train other typos of personnel 
'without any optical experience in this relatively short period of time. 
The training course was of six weeks duration, and for all practical 
purposes, it was very successful. The officer personnel, on the other 
hand, were chosen who had had experience in managing civilian optical 
shops. Since these were older men and were more or less scarce in the Army, we eventually resorted to training optometrists to take charge of the 
optical repair units. 
Mobile units and portable units were sent to active combat theaters. 
In all theaters, the consulting ophthalmologists to the theater surgeons 
had the responsibility for coordinating all activities of the optical repair 
units. This consulting ophthalmologist, in turn, often placed the 
responsibility with one of the optical officers under their Jurisdiction. 
By that means, the optical program was well coordinated, and plans could 
be well formulated. The base type units were sent to theaters which were 
not actively engaged in combat such as Iceland, Trinidad, Alaska and Hawaii. 
Also, some of the active combat theaters established central laboratories, 
and base shops were issued for such areas. Base shops were located in 
England; after the invasion, in Paris; after the invasion of the Philippines, 
in Manila and in Australia. 
In order that the optical repair units could be supplied with adequate 
stocks of frames, lenses and other optical equipment and tools, it was 
necessary to establish a stockpile at the Binghamton Medical Depot. This 
stockpile contained vast quantities of lenses, fronts, temples, screws, 
nosepads and all optical equipment and tools which had a high mortality rate. 
In addition, several surfacing machines, edgers, lensometers, lens cutters, 
etc., were kept in stock in order to replace those which might be broken or 
damaged beyond repair. Spare parts of equipment which had a high mortality rate 
were icept on hand. The European Theater was the first \ihich established a 
stockpile of its own, and since about 20 units were operating in that Theater, 
the central stockpile serviced all these units, and it requisitioned on the 
Binghamton Medical Depot stockpile in order to maintain their inventories. The system of requisitioning by each mobile unit was somewhat as 
follows. The unit, when it was finally situated, would requisition after 
the first month of operation on an actual utilization basis multiplied 
by the number of months required for the requisition to be sent to the 
central stockpile and supplies to be received. By this method, the 
optical repair units always had their original operating stock on hand. 
The Binghamton Medical Depot, as stated before, had this central 
ophthalmic stockpile. Any requisitions which were placed on the Binghamton 
Medical Depot were sent to the Optical Section of The Surgeon General's 
Office in Washington for editing for two purposes. One was to gather 
experience as to the type of equipment being utilized and the foci most 
frequently used, and second, to maintain a control on the type of items 
requisitioned. The second purpose was as a result of the optical officers 
in the field requisitioning equipment for repairing all types of spectacles 
and sunglasses. It may be stated that the reason the optical repair units 
did such a remarkable job was because they were confronted only with the 
task of repairing and replacing a standard type of spectacle. However, 
in the early stages of the overseas program, officers were inclined to 
repair all types of spectacles, and consequently, requisition for such 
repair work. However, as soon as it was learned that this practice was 
becoming quite common, a directive was issued prohibiting the repair of 
spectacles to other than the type issued by the Army. 
At one time, the idea of repairing sunglasses issued by the Air 
Forces was considered. However, after consulting with the Army Air Forces, 
it was mutually decided to abandon this proposed project. Therefore, the 
task presented the optical repair units was relatively simple. The mobile optical repair units ordinarily operated behind the rear 
lines, and only in a few exceptional cases were in the forward areas or 
went forward with the initial invasion forces. Of the approximately fifty 
mobile units in overseas theaters, only one was destroyed by German air- 
craft which raided our rear lines. 
As stated previously, the optical repair units in overseas theaters 
did a splendid job of the task assigned them, and this can be attributed 
directly to three reasons: one, the sole task was to repair and replace a 
standard type of spectacle issued by the Army; two, the units were commanded 
by personnel who in civilian life, managed optical shops; three, one 
individual in each theater was assigned the responsibilit3r for coordinating 
all activities of the optical repair units in that theater, 
perhaps only one serious problem which resulted in the 
mmraaas tand- this can be attri buted to the lack of cooperation 
I'ecelVHd bv responsible for planning campaigns, In the 
-Afniasgi invasion, although four mobile units were sent forward, no 
..•provision was made for making available to these four units a stockpile 
*ii ulri'Cli they euulb- -drew untH streh tlme as requisiti ons could be sent 
fa Ills' UUlilltiyyroiaciiuffrtly,--after- the -first--few-months of operation, 
-these units were short of certain foci and other types of expendable 
_optical equipment. However, ingenuity of the optical repair officers 
.attts remarkable In that when a definite shortage of rough emery was found, 
tbs optical officers used desert sand to accomplish the job. At any rate, 
after a short, period of tine, the entire matter was adjusted when stocks 
,vere received from this country. The lack of cooperation on the part of 
planning personnel is probably a direct result of the tendency to minimize 
nr nnrflfilttiWT Of thd optical program. In most JLnsjUaaea, our own medical officers were entirely unsympathetic with the 
optical program and did nob actually realise the importance of it* As the 
— wa r henti an and man were pulled out of the lines because of breakage of 
spectacled, the importance became and future invasion 
--campaigns were planned to include Optical repair facilities as well as 
small stocks of optical' supplies • 
Conclusion;—It may be stated that despite the unpreparedness of 
the Medical Department for an optical program as well as the shortsightedness 
during the initial phases of this program, the Medical Department can be 
well proud of the final result* An outstanding job was made of the 
extremely difficult task, and on many occasions, general officers of the 
Amy Ground Forces and Amy Air Forces have commented upon the extremely 
well-done job which was accomplished in overseas theaters* However, it 
must be borne in mind that should we ever be faced with another war, we 
should be prepared for all eventualities* The Medical Department should, 
in cooperation with commercial optical companies, keep abreast of the 
progress made in the optical field in order that only the best types of 
equipment can be utilized. It may be that some day contact lenses will 
supersede the type of spectacles we have today, and the Medical Department 
should be the first to go forth to explore this possibility# A training 
% 
program should be instituted to maintain the nucleus of regular Amy 
personnel who are opticians and officer personnel who will be well versed 
with problems of the Array in optical repair during wartime. Constant 
cooperation is important between the Navy and the Y/ar Department in order 
that a standard type of spectacle may be adopted. Close liaison should be 
maintained with the Chemical Warfare Service in order to overcome the problem of supplying visual correction beneath the gas mask* In summary, 
the Medical Department should realize the problem of optical repair 
and constantly maintain some program in order that it might be fully 
prepared with the best type of personnel, equipment and supplies in the 
event we are again faced with another war* 
' Optical & Artificial Eyes Section