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Breaking the Mold Forging a Common Defense Manufacturing Vision (1993) / Chapter Skim
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DOD is Different...Partly
Pages 26-30

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From page 26...
... Unlike private corporations that can control internal procedures and processes, the defense manufacturing enterprise comprises many corporations and many government entities with multiple, sometimes conflicting, interests. Accordingly, it is clear that change cannot be undertaken by defense contractors alone; government and industry must cooperate to an unprecedented degree and the process of change must reach beyond the contractors into industrial suppliers.
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From page 27...
... Further, support for this process of manufacturing and acquisition system reform should be a criterion for selection of succeeding defense leaders to ensure continuation of that momentum. Senior executives at defense contracting and supply firms also must come to believe that their best interests lie in promoting complementary changes within their own operations.
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From page 28...
... Industrial experience with similar change processes teaches that particular attention must be paid to certain problem areas. Some of the areas requiring joint solutions are described below.
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From page 29...
... In addition to studying management of successful corporate training programs, the committee suggests that early DoD participants who are unfamiliar with the new vision process should attend management and manufacturing training courses, such as the Motorola Manufacturing Institute, to understand, first hand, the educational process and the kinds of expertise that the new culture demands. Other corporate training programs that approach the size and scope needed by DoD include those at GE, IBM, and Xerox.
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From page 30...
... NOTES Data indicate that 60 percent of defense manufactured product costs are in purchased parts; suppliers must participate in the change process to ensure a viable defense industrial base. See, Department of Defense, Report to Congress on the Development of a National Defense Manufacturing Technology Plan, March 1992, p.
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Key Terms

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  • corporate training
  • incentive possibilities
  • similarly addressed
  • industry jointly
  • generate resistance

  • culture demands
  • supported throughout
  • build local
  • manufacturing institute
  • own operations

  • promote improvements
  • marketing functions
  • help define
  • educational process
  • directly analogous

  • help provide
  • encourages local
  • manufacturing community
  • apple computer
  • base closings


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