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In the following summaries, each MBP team designates for itself a team name associated with the project, such as the Critical Care Team, whose members helped the Walter Reed Army Medical Center assess its Nuclear-Biological and Chemical readiness.
Team C-17 Heavy Lifter, Boeing Aerospace Support Center
 Working with key stakeholders and using aerospace industry and non-industry best practices, this team devised BASC C- 17 Over and Above (O/A) maintenance cost estimating process and procedural improvements to reduce waste, inaccuracies, and failures, while increasing savings, products and services quality, estimating abilities, accountability, and customer satisfaction. This project included the development of a database for capturing estimated and actual costs; assessment and process redesign of the Over and Above estimating process; and the establishment of time and work standards for common efforts on all C-17 aircraft. The project resulted in an estimated annual savings of $2.1 million and an ROI of 510% for Boeing, who provided the team with 100% tuition reimbursement.
MISLE Aviation Surveillance Team, USCG District 1
 With sponsorship of RADM Crea and Coast Guard Station Cape Cod leadership, this team tracked occurrences of high interest vessel identification and apprehension. They assessed average process cycle time, success rate, waste, process variation and costs associated with less than perfect process execution. They also calculated the increase in threat rate associated with process quality failure. They implemented a process which demonstrated waste reduction, increased reliability and generated $1.3 million in cost savings. Their efforts also resulted in enhanced vessel identification, reduced threat level and a commendation for their senior champion.
Work Management Request Team, Texas Military Forces
This MBP team was asked to bring about improvements in the Texas Army National Guard Help Desk Customer Service Section. The team proposed and implemented service-level agreements, scripting, and customer satisfaction surveys. These solutions resulted in improved communications and the elimination of redundancies. The end result is a projected annual savings of $700,000, a reduction in cycle time from seven days to two days, and a 30% increase in worker productivity.
ERP Proficiency Team, Pratt and Whitney
 With a mission to identify activities that cause performance delays within the Receiving to Finished Stores area, the team looked at improving performance and efficiency in the ERP process recently implemented. It became clear that lack of training and familiarity with the SAP systems was a major root cause of lost productivity. With the implementation of a training oriented solution, the pilot area savings was $248,000, an ROI of 3.2:1 on the cost of the training. Time saved per employee amounted to 155 hours. When implemented companywide, savings estimates were $3.1 million in the first year.
Material Reject Report Process Team, Austin Semiconductor
The team evaluated every aspect of the Material Reject Report (MRR) process to identify ways to improve it. The team’s answer was an automated system that provided instant visibility of the MRRs, thus reducing the cost of material scrapped. The team reduced material scrap from an average of $31,000 to $3,000 per month. Estimated savings for the first year was $332,000.
State Field Purchasing Process Team, Texas Military Forces
 The team standardized a procurement card system for purchases under
$2,000. The new system enables the State Field Purchasing Office to document, track, and reconcile monthly purchases while monitoring unit monies to the penny. Implementation has resulted in an average administrative savings of $50-$150 per purchase. By converting man-hour savings to average cardholder purchases, the team was able to estimate that the unit would realize annual savings of $200,000 for that year. If the procurement card were implemented across the 54 states and territories of the National Guard, estimated savings of $4,000,000 could be realized annually.
Critical Care Team, Walter Reed Medical Treatment Facilities
This team surveyed the nuclear-biological-chemical (NBC) capability at seven leading medical treatment facilities in the Walter Reed system. The team members assessed the capability of the facilities to respond during a threat or attack involving NBC. After conducting a 100-question survey of commanders and other personnel, the team prepared an action plan to improve readiness, and instituted a red-amber-green status system for constant monitoring. Their efforts (classified) resulted in increased NBC readiness. The team’s system was exported to both the Department of Defense and civilian facilities nationwide.
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