Friday, July 29, 2011

THE EXECUTIVE SUMMARY OF THE MILITEC PLAN -- DoD ONLY

 The Militec Plan will reduce hundreds of billions in Defense spending programs by enforcement of the Defense Streamlining Acquisition Act of 1994 -- that was signed into Law by President Clinton. I witnessed the Rose Garden signing because I believed that this new Law would open up competitive markets.
For the sake of America; Congress must enforce the 1994 law while adopting the lessons learned from America’s Manufacturing Genius during the Second World War, where the U.S. Manufacturing base was vital to our National Security and was called upon for the development and production of a wide variety of products to fulfill this wartime demand.  The Singer Sewing Machine Company (as example) did a great job building weapons for the Military, even though they never built them before.
 Since we are in a financial crisis, allowing out-sourcing through full and open competition will not only eliminate redundancies, it will eliminate the need (for hundreds of thousands of) federal workers (mostly DoD) and its associated billion dollar  programs that will be replaced by the private sector.
There are five basic points:
1.    Enforce the Defense Streamlining Acquisition Act of 1994
2.    Allow military members to order their basic gear online
3.    Allow the free market to decide which products work the best. 
4.    One-shoe (product) does not fit all sizes anymore as it has for the past 100 years.
5.    Milspec management by career bureaucrats for the past three decades has resulted in constant upgrades to the M16/M4 (and they still jam) and its CLP gun oil (still has a 149 degree F. flashpoint-and vapors catch fire) versus allowing a better mouse trap that competition and the enforcement of the Defense Streamlining Acquisition Act will provide.
I could go on forever about the problems with constant upgrades to the gear the average soldier carries and the billions in wasted redundancies by the services. The Army Labs will show off their expensive and redundant facilities and all their neat stuff costing billions in R&D/T&E costs that never reach the rank and file. Plus, in the past 10 years there has been no new technology that was delivered in advance of when it was needed (different  armor for example). Sure the MRAPS finally made it and the up-armored Hummers and enhanced vests -- after allot of dead soldiers. 
Now, the troops are receiving the proper camouflage pattern on their uniforms that will better hide them from the enemy.  Are you kidding me?  It took 10 years to get a uniform that blends into the environment of Afghanistan? This simple point here makes my other points on why competition is needed -- to help save America from itself.
 Please read the attached Militec Plan that will save (just) the DoD hundreds of billions while at the same time creating millions of new and diverse jobs. Full and open competition is what made America the leader of the free world. Now, our position is threatened and will be forever changed unless bold action is taken now by the simple enforcement of the (Law) Defense Streamlining Act of 1994.
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  THE MILITEC PLAN TO SAVE DOD HUNDREDS OF BILLIONS
The time is now for American business to compete for federal programs by allowing military customers choices on what products best fit their needs for their specific assignment, versus being issued gear that does not work properly, or is not needed.  Each warfighter would have their own credit limit and would use the internet to order the majority of their gear through approved websites. The Defense Streamlining Acquisition Act was signed into law in 1994 that allows for the use of “commercial- off- the- self- technology” products (COTS) to be purchased and used, without regard to Milspec. This law has not been enforced, since the federal workers did not want to see full and open competition for commercially and industrially approved products that compete for their own jobs elimination. This plan will not have to cut any programs, since competition by the private sector will cause the evaporation of federal—work—programs that are not needed and the layers of redundancies that are driven by turf wars --chasing dollars--disappears since the customer is now the warfighter ordering and using products outside the control of the military civilians and their revolving door which ensures nothing changes.
The large activities such as DLA, AMC, arsenals, and bases could have their workforce reduced 75% since the private sector would absorb the work (and some workforce too) and the remaining 25% of the employees would work from their homes and at the contractor’s facility. The majority of the remaining work would require accounting skills since invoices will be submitted by American business that is responsible for the cradle to grave aspects of the supplied technology. It’s the contractor’s responsibility to insure the goods are received by the customer and are in working condition, prior to submitting the invoice for payment to “the new defense accounting agency”. The individual services would not be involved in this accounting or purchasing process.   This will stop redundancies by the services.
The government would turn over control (for a price-over time) of the arsenals and bases to American business and it would be the American’s that would rebuild our economy (versus Wal-Mart) and create millions of new U.S. jobs. The land, hardware and the buildings would be worth trillions for the private sectors benefit and hundreds of billions would also be saved by the evaporation of the federal work force over-time. The other significant cost saving is to allow certain federal employees to work from home.  
Hundreds of government programs and its federal workforce would evaporate since there’s no longer a demand for their product and/or service. Private sector jobs would soar due to closed markets being made available to American business for the first time and by the USG placing the private sector in charge of inventing, warehousing and distribution of the majority of its products and services.  Another big advantage is allowing the troops to perform the necessary field testing of products  -- at a cheaper price than USG labs and  the testing would be in the actual environment (which prevents abuse) than simulation- make-work- testing and all of its bells and whistles (ensuring all the money is spent) inside a controlled laboratory environment surrounded by career bureaucrats. These same bureaucrats have counter-parts in every service so the wasteful (system wide) redundancies will also evaporate over time.
 This artificial and simulation testing that keep thousands employed are seldom neutral, since jobs and military specifications and designs depends on planned outcomes of their in-house and mostly private testing.  No secret. The USG is famous at trying to improve the current technology by upgrades, which keeps the same folks in the same place, instead of using a better mouse trap that competition (COTS) will provide.  Competition will allow for the best products to be used and the warfighter will have the right products when they need it.
The way to reduce trillions in unneeded spending is by allowing for full and open competition — a win-win for everyone, since we all should agree that competition is what made America Great. The USG needs to enforce the Defense Streamlining Acquisition Act.  Full and open competition will decide the winners and losers of products and allows for the evaporation of unnecessary and redundant federal programs that encourage in-sourcing (making government bigger) versus, out-sourcing which reduces the size of government and creates jobs in the private sector. 

Thank you for reading the Militec plan.

Friday, July 8, 2011

DOD CAN SAVE HUNDREDS OF BILLIONS WITHOUT CUTTING ANY PROGRAMS

Why does it take so long for the USG to correct institutional defects in its workmanship?

The mentality is to repair the defect with its own people, versus using a better mouse trap and new people from the private sector to solve the problem.

Keeping the same people in the same place and calling that essential experience is akin to a politician citing experience as the reason to re-elect him/her, with all due respect.

 Allowing Competition Will Save The USG Billions Monthly, Will Allow For The Best Products To Be Used And At The Best Price

 This way, the USG does not have to cut any programs. The programs will go away by themselves when there is no demand or use for their product or service since its being filled by the private sector

 Below, are five examples and hundreds of products that the USG spends tens of billions to manage; where the private sector could do it better, faster and cheaper.


1.   It took years for the army to understand that soldiers were “safer” wearing the new camouflage pattern that blends into a wider variety of backgrounds, versus the old style that obviously did not.

2.  The M16/ M4 have been upgraded over sixty (60) times and are going to be replaced. Competition would have produced a better weapon sooner, versus abandoning a failed 40 year old weapons program and its billions of wasted dollars and jammed weapons remain.

3.  The 3-in-1 weapons lubricant called CLP has been upgraded and the specification has been changed and altered countless times and the Milspec’d flashpoint remains at a dangerous 149 degree F. Competition would have forced the flashpoint to go higher along with added lubricity for the gunmetal to prevent weapons from jamming, especially in desert environments. During 2005, the army created (because of congress) a CLP Type 2 gun oil for extreme desert environments with added lubricity to address the gun jamming issue. MG Nadeau said the Type 2 specification was cancelled because the original manufacturer would not make it (the formula) exactly like the army wanted it. Also, it was to be interchangeable with CLP Type 1. Unbelievable! Forty years of the family of M16’s jamming and the army finally address’s the jamming issue (because of congress) only to reinforce their existing specification by a duplication (of application) of that same specification to insure interchangeability without altering the formula to much (a little ep only) and its specification from its 1979 origin.

4.  The backpacks are now being down-sized due to common sense. This common sense was finally realized after countless injuries from carrying too much weight. Competition would have allowed for small, medium and larger sizes to be available, based on assignment and some much needed common sense that competition creates.

5.   Boots, under garments and the like are also being upgraded due to the assignments and where the one-shoe does not fit all anymore, as it did in the 1940’s and is what unfortunately our antiquated acquisition system process is based on. The Defense Logistics Bureaucracy could be downsized 90% by allowing competition which addresses the specific needs of the individual warfighter, squad size elements and platoon size orders. More and smaller units are being deployed that require swift and accurate responses from online suppliers for their needs. The warfighter would be responsible for ordering all gear online prior to departure and within budget.

 Entrenched bureaucrats maintain the grip on the status quo by constantly substantiating their benefit to the warfighter by visits and goodies, when in fact; it’s all about the high paying government job with its countless benefits that requires a status quo position to insure nothing changes. Competition will create change is why some civil service personnel do not like me, because if the warfighter  buys my product and not the government managed CLP, the folks managing that product and its infrastructure are no longer needed and cannot justify why they are needed if no one needs them for anything.

 Approximately, 2007, I saw Joel Goldman and others at Picatinny Arsenal, New Jersey flying first class from NJ to DC. I was returning from Japan and was shocked to see the first class cabin packed with Picatinny Arsenal Employees flying on the taxpayer’s nickel for a job the private sector should be doing in the first place.  The amount of waste at Picatinny is enormous. The problem is who will take on the billions of T & E that the private sector could do for a fraction of that amount and would create technology that is needed now.

Competition would alter the complexion of Picatinny Arsenal as it has been known for decades. The real estate value from that base would be enormous. The USG should sell off the base land to business folk and allow the free market that is hungry for jobs to sell needed gear to all of USG Activities.

 The status quo prevents change coming though commercial venues based on competition. The USG can save billions monthly by allowing free and open competition for all commercial-off-the-shelf technology (COTS), including weapons (and accessories) soldiers typically carry in combat.

No more hundred million dollar contracts will be issued to a “SELECT FEW” since the unrestricted warfighter demand would drive the technology and the market share over time. The USG would no longer accept bids for small arms and the related components. The USG would no longer warehouse acres of products that the private sector can absorb. Also, the manufacturer would be responsible for cradle to grave aspects of the products to its customers which insure viability for time.

 After the COTS products are received by the warfighter and the manufacturer has been notified (hard copy) that the goods were in fact received in working condition, the manufacturer would then submit invoices to the USG proving the products where accepted. Now, the USG would pay the invoice.  


             Competition is what made America Great


Competition allows for the evaporation of unneeded government workers to lose their jobs because of private sector innovation.  The net gain is, more manufacturing, distribution, warehousing jobs would be created and the savings from competition would be great. The USG must act now to save money by implementing the 1994 Law that allows for COTS.

 Entrenched bureaucrats will argue that the USG is better at inventing, warehousing and shipping products than the private sector. The USG spends Big Bucks to manage products that the private sector could manage at a fraction of the price.


To prove my point just examine the track record of the products I have cited here that have already cost billions in unnecessary spending  and also NASA who is now relying on the Russians to get us to the Space Station.  








Saturday, July 2, 2011

This is how the military can save billions monthy, cut waste and create jobs

The former CG of ATEC, Roger A. Nadeau, wanted evidence to prove the Army's three-in one gun oil called CLP was defective. CLP was created in 1979 for jungle environments  and was Milspec'd to preform three functions, Clean, Lubricate and Preserve out of the same 1/2 ounce bottle. This way, the warfighter would only have to carry one bottle, instead of two. 

It still troubles me that no civilians  in the Army will admit that CLP's 149F minimum Flashpoint  is to low because of combustibility and vapors. On a hot day in theater, the ambient temperatures can reach 120F and the gun-metal's surface temperatures can exceed the CLP's 149F Flashpoint. Now consider, that same weapons is being fired -- sustained rates or not, and the gun-metals temperatures now are double of that of CLP's Flashpoint.

Now you have the former ATEC-GG Roger A. Nadeau telling his Soldiers to:   

Weapons continue to unnecessarily jam due to the use of CLP. When weapons jam, bad guys get way, only to come back and plant bombs. Or, they just shoot you since your gun does not work. I am amazed by the cowards in the USG that turn their heads to a defective Milspec that is responbsible for dead, captured and injured American Troops. Instead of blaming the CLP lubricant, the same Milspec has been upgraded over 18 times, and continues to have the 149F Flashpoint.

If the USG used different technology like commercial off-the-self technology (COTS) like you would buy at Radio Shack, DLA, AMC and the countless research/base facilities  would be shuttered if they were "MEANS TESTED" Example: The USG has paid John Smith $2,000,000. in salaries over the past twenty years working at laboratories, test facility and the like to place needed technology in the hands of the warfighter. For the majority of both wars, the "Picatinny Rail" was the only new product fielded to any degree. The gucci gear and the like never make it out to troops in the field. The USG has thousands and thousands of folks managing products for the troops, unfortunetly, those managed products rarely reach the troops in need. 

 THE USG SHOULD NOT BE IN THE BUSINESS OF INVENTING-WHAREHOUSING-SHIPPING GENERAL ITEAMS THAT CAN BE PURCHASED BY OUR SERVICE MEMBERS ONLINE.

Billions can be saved monthy by allowing COTS items to be purchased online by our military personel. The USG should not manage, wharehouse, distribute and the like, products that can be shipped by our own USPS and other trusted carriers. This way, and with competition, defective technology dries up, due to no demand and the best products are used . Also,the private sector will reap the benefits of inventing, wharehousing and delivering products directly to the ones that need it.

The USG can save Billions monthly by allowing full and open competition for all off-the-self items (COTS) and by allowing service members to order the gear they need online for their specific  assignment. This is not theory since Militec as done just that for the past 10 years and have satisfied over 30,000 individual requests toalling over 750.000 bottles of different sizes . The USG can also create thousands of jobs and keep the manufacturing jobs here in the USA.

ARMY ARTICLE BELOW-- I never thought any one could be this Stupid and proves the Army's 3-in1 gun oil does not work properly, or weapons would not have to be cleaned EIGHT TIMES PER DAY!

Army stands by official CLP products

By J.D. Leipold
May 19, 2006

WASHINGTON (Army News Service, May 19, 2006) – The Army Research, Development and Engineering Command wants to make it clear to all Soldiers that the only two approved CLPs (cleaners, lubricants, protectants) that should be used on a variety of weapons systems are Breakfree and Royal.

In a Pentagon press briefing, Maj. Gen. Roger A. Nadeau, RDECOM commander, reiterated that the Army has conducted a battery of tests that concluded the products under recommendation since 2003 were still vastly superior to others.

“When desert ops came up in 2003, the then-director was asked to take a look at the Army’s CLP to see if there was a lubricant with relaxed cleaning and preservation qualities that, in a desert-like environment, would be exceptional in performance to what the Army had at the present time,” Nadeau said.

So the Army took a closer look at its field requirements, and solicited samples from manufacturers for products aimed primarily at lubrication. The Army Test and Evaluation Command tested 21 samples received by manufacturers, as well as the two CLPs already approved at the time, under multiple categories of application and a wide variety of operating environments

“The tests were on four weapons systems covering handguns, rifles and machine guns… bottom line, end-state to the tests was that the superior performers in all categories turned out to be those products which were already approved by the Army,” Nadeau said.

Nadeau cautions Soldiers using unauthorized CLPs that the product may work fine on Monday and Tuesday but by the time Friday rolls around the Soldier might have created a scenario he or she didn’t see coming – “weapon failure, not on the range, but in a fire-fight.”

“We authorize products to Soldiers which have undergone rigorous testing, products we know that will work every time,” Nadeau stressed. “Soldiers don’t have to think about quality performance, the testing has been done ad nauseum and works across a spectrum of operating environments.”

While there are technical manuals and bulletins that tell Soldiers exactly how to use the authorized CLPs, the key to any weapon’s success is up to the individual Soldier’s training and dedication to weapon and cartridge cleaning.



“Soldiers should know there are a lot of people behind the front lines who get paid to make sure the Soldiers on the frontlines get the best we can give them at every possible opportunity,” he pointed out.

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