$


for the purpose of identifying essential function(s) and alternate methods to adequately satisfy those essential func- tions in the most cost-effective manner. The normal result of VE application is a decrease in cost while improving qual- ity, reliability, durability, effectiveness and/or other desirable characteris- tics.” LSS is the synergy of Lean and Six Sigma that results in the elimina- tion of


the seven sources of wastes


(defects, overproduction, transporta- tion, waiting, inventory, motion, and over-processing), using the scientific methodology of Define, Measure, Ana- lyze, Improve, and Control.


BBPi uses the practices and disciplines of VE and LSS, coupled with very specific language, to attack inefficiency across the areas of costing and budgeting, contract- ing, and the Army’s overall approach to program management. It should not be relegated to five categorical focus areas and 23 initiatives, but rather viewed as a broad new approach, giving greater breadth and depth to garnering and real- izing efficiencies.


MEETING THE CHALLENGE


“We’re facing fiscal realities. We’re all sharing the pain,” Shyu said during a town hall meeting Aug. 19, 2011, at Aberdeen Proving Ground, MD. As of Feb. 2, through actions directly attrib- utable to BBPi, the Army had achieved acquisition program efficiencies total- ing $11,028,851,029 in savings and $12,681,894,257 in avoidance across Program Objective Memorandum 2012 through 2017, effective Jan. 12.


This represents clear and measurable


progress toward the targeted $487 bil- lion defense deficit. As with all major change, BBPi has ample critics, who provide a healthy dose of


skepticism regarding its effectiveness. Critics aside,


Better buying power and Army efficiencies involve multiple players and multiple methods. (SOURCE: PEO Command, Control, and Communications – Tactical.)


Deputy Assistant


Secretary of the Army (Procurement)


Finding Efficiencies Figure 1 Deputy Assistant Secretary of the Army (Acquisition Policy & Logistics) Deputy Assistant Secretary of the Army (Plans, Programs & Resources) Deputy Assistant


Secretary of the Army (Acquisition Systems Management)


Deputy Assistant Army


Materiel Command


Assistant Secretary of the Army


(Financial Management & Comptroller) (validation)


Secretary of the Army (Strategy and Performance Planning)


it


is undeniable


that applying better


buying power principles yields results; is


the impetus for cultural change in


defense acquisition; and has forged a permanent place in the defense acquisi- tion lexicon.


For more information, go to the Defense Acquisition


Portal’s Better Buying


Power Gateway (https://dap.dau.mil/ leadership/Pages/bbp.aspx). The BBPi training modules contain information on the and templates.


initiatives,


exhaustive briefings,


JOSEPH M. “JOE” JEFFERSON, a retired


Army


(Field Artillery), Policy


Specialist Lieutenant


Colonel


is a Senior Acquisition in the Acquisition and


Industrial Base Policy Directorate of the Office of the Assistant Secretary of the Army for Acquisition, Logistics, and Technology. He holds a B.S. in commercial market- ing from South Carolina State University and is Level III certified in program man- agement and in information technology. Jefferson is also a Lean Six Sigma Black Belt and a member of the U.S. Army Acquisition Corps.


ASC.ARMY.MIL 103


EFFICIENCIES


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