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Executive Summary
Pages 1-7

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From page 1...
... Given these conflicting pressures, the predominant characteristic of the defense procurement environment in the 1990s will be "do more with less." Arguably, this situation pervades defense acquisition, particularly if judged by the attention paid to improvement of the procurement system. Dozens of reports, including those from the Packard Commission, the General Accounting Office, and DoD itself, have urged shifts in weapon acquisition policies and procedures.
From page 2...
... For instance, the Air Force Logistics Command received the President's Award for Quality and Productivity in 1991 as a result of the operational improvements from its total quality initiative. Rockwell Missile Systems Division in Duluth, Georgia is one example of a defense contractor that has pursued total quality aggressively with impressive results.
From page 3...
... , and a few chief executive officers from the defense industry and from companies with successful change processes, must achieve a consensus on issues such as: · improvement goals for cost, quality, time, and technical performance over the next decade, and how to manage inevitable trade-offs among these goals; · control mechanisms to ensure effective and efficient procurements without onerous regulatory requirements; · rate and sequence of change sought in the myriad of procedures, procurement policies, technical specifications, and practices that currently exist; and · personnel policies regarding responsibilities, training, teamwork, performance review, and promotion.
From page 4...
... Types of personnel represented within the working cadre should include: · program managers from the military services and contracting firms, · line officers, · finance and contract administrators · engineers and manufacturing experts, and · personnel and civil service experts. Individuals who are likely to be leaders of their organizations in 5 to 10 years should be selected.
From page 5...
... model of a change strategy is undertaken, the vision team and working cadre will make scores of decisions and choices during the early stages of the process. Once the essential commitment to the change process is achieved, the on-going activity might include: · Managers of 10 to 20 existing weapon programs doing as much as possible to operate in a direct, simple manner within existing procurement regulations.
From page 6...
... SUMMARY In summary, this committee believes that: · The need for change is clear. · Now is an appropriate time to start, given the major change occurring in defense budgets, global defense needs, and the public pressure for improvement of defense procurement procedures.
From page 7...
... Dramatic and positive results can be expected. If the proposed changes permeate the government, the prime contractors, and lower tier suppliers, by the end of the Clinton administration the DoD should be in a position to obtain high-performance, high-quality weapon systems at far lower costs and much more rapidly, from a defense industrial base that is far broader and more efficient, effective, innovative, and responsive.


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