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Breaking the Mold Forging a Common Defense Manufacturing Vision (1993) / Chapter Skim
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Appendix A: Review of Study Panel
Pages 43-51

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From page 45...
... ROWE, Senior Vice President and Group Executive, Aircraft Engine Business Group, General Electric Company, Cincinnati, Ohio ALAN WILLIAM WOLFF, Partner, Dewey, Ballantine, Bushby, Palmer & Wood, Washington, D.C.
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From page 46...
... Based on this assessment of the future environment for defense manufacturing, the panel called for the development of an integrated defense manufacturing strategy that would simultaneously address warfighting requirements, weapon acquisition requirements, industrial base requirements,
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From page 47...
... , AT&T Technologies, Inc., Saddle River, New Jersey VINCENT PURITANO, Vice President, Corporate Operations, Unisys Corporation, Blue Bell, Pennsylvania The Panel on Policy identified and discussed 10 specific DoD manufacturing policies and areas in which these policies have an impact. To illustrate this relationship, these policies and problem areas were assembled into a matrix (see page 48~.
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From page 48...
... Military Specifications and Standards D DoD and IRS Policies regarding education expenses APPENDIX A Tax and Depreciation Policies Research and Development, Manufacturing Resource Management Policies Congressional Authorization, Appropriation, Accounting, and Budget Process H
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From page 49...
... , Vice President and Deputy Department Manager, Business Management, Northrop Aircraft Division, Hawthorne, California WALLACE P BURAN, National Director of Manufacturing Strategy Services, Deloitte & Touche, Atlanta, Georgia JAMES F
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From page 50...
... World-class customers have a clear desire to lessen the variability faced by their suppliers, including variability of all types: quantities demanded, product mix required, product specification changes, capacity needs, tooling and other processing requirements, and process planning. · Product and process development.
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From page 51...
... These include program instability, over-specification, inflexible regulation enforcement, and lengthy product development and procurement cycle times. Nevertheless, the panel argued that defense customers and suppliers can become world class, given effective communication and willingness to change on both sides.
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Key Terms

  • process development
  • supplier base
  • seek improvement
  • program initiatives
  • work diligently

  • cycle times
  • specific policy
  • strategies concerning
  • defense production
  • manufacturing technology

  • development cycles
  • improvement continuously
  • provide suppliers
  • manufacturing strategy
  • lead times

  • fair value
  • defense customers
  • aircraft engine
  • expanding worldwide
  • warfighting requirements

  • civilian applications
  • panel described
  • marietta energy
  • supplier chain
  • reduced funding

  • integrated defense
  • specification changes
  • martin marietta
  • lengthy product
  • rapidly expanding


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