1. Intermediate Cost Analysis and Management
Identify Key Elements of Information from Output Based Case Study Data Bureau of Engraving and Printing
Intermediate Cost Analysis
and Management
Show Slide #1: Identify Key Elements of Information from Output Based Case Study Data Bureau of Engraving and Printing
Title: Apply Role-Based Cost Control Principles to a Real World Scenario: M1A2 Main Gun Qualification Cases
References: Handouts, Excel Spreadsheets
Facilitator Material and Student Material: Dry erase markers, white boards, access to Excel spreadsheets, case-studies
Facilitator Material: Each primary facilitator should possess a lesson plan, slide deck, course handouts, practical exercises, access to Excel spreadsheets, case-studies All required references and technical manuals will be provided by the local Command.
Student Material: Students should possess course handouts, practical exercises, access to Excel spreadsheets, case-studies and standard classroom supplies.
The 21st Century Soldier Competencies are essential to ensure Soldiers and leaders are fully prepared to prevail in complex, uncertain environments. This lesson reinforces the following 21st Century Soldier Competencies:
Communication and Engagement (Oral, written, and negotiation)
Critical thinking, intergovernmental, and multinational competence
Tactical and Technical Competence
Throughout the lesson discussion seek opportunities to link the competencies with the lesson content through the student’s experiences.
14.2

2. This is Not How the Bureau of Engraving and Printing Makes It
Show Slide #2: Concrete Experience (This is Not How the Bureau of Engraving and Printing Makes It)
Facilitator’s Note: (Concrete Experience 10 minutes) Present students the slide statements Ask students what their thoughts are on “This is Not How the Bureau of Engraving and Printing Makes It”
Facilitator’s Note: (Publish and Process 10 minutes) The critical portion of this part of the ELM process is to force the students to reflect. Ask a series of thought influencing questions.
Facilitator’s Note: Motivator: We all wish that money grew on trees. BEP is involved in the business of literally making money. And they are the only ones who can do it legally.

3. Terminal Learning Objective
Action: Identify Key Elements of Information from Output Based Case Study Data
Condition: You are training to become an ACE with access to ICAM course handouts, readings, spreadsheet tools, and awareness of Operational Environment (OE) variables and actors
Standard: With at least 80% accuracy:
Describe case background
Discuss the process of cost management and control at Bureau of Engraving and Printing (BEP)
Show Slide # 3: TLO
Facilitator’s Note: Read the TLO
Action: Identify Key Elements of Information from Output Based Case Study Data
Condition: You are training to become an ACE with access to ICAM course handouts, readings, spreadsheet tools, and awareness of Operational Environment (OE) variables and actors
Standard: With at least 80% accuracy:
Describe case background
Discuss the process of cost management and control at Bureau of Engraving and Printing (BEP)
Safety Requirements: In a training environment, leaders must perform a risk assessment in accordance with DA PAM , Risk Management. Leaders will complete a DD Form 2977 DELIBERATE RISK ASSESSMENT WORKSHEET during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations (METT-TC). Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the work/rest cycles and water replacement guidelines IAW TRADOC Regulation
Environmental Considerations: Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to FM Environmental Considerations and GTA ENVIRONMENTAL-RELATED RISK ASSESSMENT.
INSTRUCTIONAL LEAD-IN. See next slide.

4. The Bureau of Engraving and Printing:
Is a branch of the United States Treasury
Responsible for printing all U.S. currency
Operates two facilities:
Washington, DC (above left)
Fort Worth, TX (above right)
Funded entirely by sales to the Federal Reserve
Show Slide #4: Instructional Lead-in
Facilitator Note: The Bureau of Engraving and Printing (BEP) is a branch of the United States Treasury
It is responsible for printing all U.S. currency
It operates two facilities:
Washington, DC (above left)
Fort Worth, TX (above right)
It is funded entirely by sales to the Federal Reserve. What would we call this? [Revolving fund or Non-Appropriated Fund (NAF) organization.]

5. Bureau of Engraving and Printing (BEP)
BEP formerly printed 100% of all U.S. stamps
It enjoyed a monopoly selling to the U.S. Post Office
BEP had a good cost system but did not employ an output based cost management and control process
It knew its average costs precisely as $2.15/K stamps
It priced all stamps at the same $2.15/K
Life was good – until the Post Office decided to seek bids from private sector printers
For commemoratives
For bulk stamps like the flag stamps
Show Slide #5: Describe case background
Learning Step/Activity #1 Describe case background
Method of Instruction: DSL (large or small group discussion)
Facilitator to Student Ratio:
Time of Instruction: 2.0 (Total)
Media: Power Point Presentation, Printed Reference Materials
Facilitator’s Note: BEP formerly printed 100% of all U.S. stamps
It enjoyed a monopoly selling to the U.S. Post Office
BEP had a good cost system but did not employ an output based cost management and control process
It knew its average costs precisely as $2.15/K stamps
It priced all stamps at the same $2.15/K , just like in the exercises you recently completed.
Life was good – until the Post Office decided to seek bids from private sector printers
For commemoratives
For bulk stamps like the flag stamps

6. Post Office Asked for Bids for Commemorative and Flag Stamps
Low Volume
High Complexity
Cost $4.00/K
High Volume
Low Complexity
Cost $1.12/K
What do you think happened when BEP bid both jobs at the $2.15 per thousand price that their cost system reported?
Which bid did they win?
Which did they lose?
How do you think they performed with the business they won?
Show Slide #6: Describe case background (Cont.)
Facilitator Note: What do you think happened when BEP bid both jobs at the $2.15 per thousand price that their cost system reported?
Which bid did they win? [They “won” the bid for commemoratives, lost money on each unit produced and sold.]
Which did they lose? [They lost the bid for the bulk flag stamps.]
How do you think they performed with the business they won? [Not surprisingly, they lost money on the remaining commemorative stamps they produced.]

7. Problems of Bidding on Average Unit Cost
New commemorative job bid
If BEP bids $2.15 average and
Competitors bid something closer to true cost
BEP will win work and lose money
New flag stamp job bid
BEP will lose bid
Show Slide #7 : Describe case background (Cont.)
Facilitator Note: The problems of bidding based on average unit cost:
New commemorative job bid
If BEP bids $2.15 average and
Competitors bid something closer to true cost of $4
BEP will win work and lose money
New flag stamp job bid
Competitors bid something closer to true cost of $1.12
BEP will lose bid
The hidden profits in the flag stamps were subsidizing the hidden losses in the commemorative stamps. After losing the flag stamp business, only the losses from the commemorative stamps remain.

8. Three Effects of the Stamp Debacle
The Bureau developed much more sophisticated costing capable of supporting multiple products
The Bureau implemented an effective output based cost management and control process
The Bureau learned and continues to believe that its continued existence is not guaranteed
Its culture assumes that continuous improvement is critical
Senior leaders believe that cost management is essential to long term viability
It acts like it is in a Cost War
Show Slide #8 : Describe case background (Cont.)
Facilitator Note: After the “stamp debacle” – the loss of the stamp business – three things occurred:
The Bureau developed much more sophisticated costing capable of supporting multiple products.
The Bureau implemented an effective output based cost management and control process. We will discuss this in more detail later.
The Bureau learned and continues to believe that its continued existence is not guaranteed. Leadership recognizes the possibility that the Federal Reserve could also put currency printing up for competitive bid. Additionally, the BEP’s one dollar bill faces competition in the form of a reasonable substitute, the dollar coin. In at least this one area, BEP has direct competition from the US Mint.
Therefore the BEPs culture assumes that continuous improvement is critical
Senior leaders believe that cost management is essential to long term viability
It acts like it is in a Cost War - because it is. Cost Wars can take many forms. In appropriated funded organizations, the Cost War generally manifests as needs being greater than resources, and resources (funding or budget) continually being reduced. In revolving or non-appropriated funded organizations, the Cost War comes in the form of outside competition or lack of demand for the organization’s output. This is the same type of Cost War that for-profit organizations can also experience.

9. LSA #1 Check on Learning
Q1. What is the danger of using an average product cost to set prices? A1. Cost will be correct on average but incorrect in each individual case. That means that prices based on cost will be too high for some items (causing the organization to lose business on its most profitable products) and too low on others (cause the organization to “win” bids for items that aren’t really profitable.) Q2. How did losing the stamp bid impact the Bureau? A2. The cost system was upgraded to accommodate multiple products. An output based cost management and control process was implemented. The culture of the organization changed to one of cost management and continuous improvement.
Show Slide #9: LSA #1 Check on Learning
Facilitator Note: Ask the following Questions. Facilitate the answers given.
Q. What is the danger of using an average product cost to set prices?
Cost will be correct on average but incorrect in each individual case. That means that prices based on cost will be too high for some items (causing the organization to lose business on its most profitable products) and too low on others (cause the organization to “win” bids for items that aren’t really profitable.)
Q. How did losing the stamp bid impact the Bureau?
A. The cost system was upgraded to accommodate multiple products. An output based cost management and control process was implemented. The culture of the organization changed to one of cost management and continuous improvement.

10. LSA #1 Summary
We discussed how the Bureau of Engraving and Printing (BEP) uses the method of Average Unit Cost to bid for stamp jobs. Due to inaccurate cost information, they would win bids for jobs where they would lose money and lose bids where they could profit.
Show Slide #10: LSA #1 Summary
Facilitator Note: Restate the Summary; During this discussion, We discussed how the Bureau of Engraving and Printing (BEP) uses the method of Average Unit Cost to bid for stamp jobs. Due to inaccurate cost information, they would win bids for jobs where they would lose money and lose bids where they could profit.

11. Leadership Director (the Senior Leader) holds a monthly cost meeting
All key leaders attend prepared to discuss performance
Cost versus standard
Quality
Show Slide #11: Discuss the process of cost management and control at Bureau of Engraving and Printing (BEP)
2. Learning Step/Activity #2 Discuss the process of cost management and control at Bureau of Engraving and Printing (BEP)
Method of Instruction: DSL (large or small group discussion)
Facilitator to Student Ratio:
Time of Instruction: 2.0 (Total)
Media: Power Point Presentation, Printed Reference Materials
Facilitator’s Note: As you should know by now, Leadership is a requirement for any cost management and control effort. At BEP, the Director (the Senior Leader) holds a monthly cost meeting. This is the BEP’s version of the After Action Review.
All key leaders attend prepared to discuss performance. This gets all leadership involved in the cost management process. It is also an example of the Senior Leader signaling expectations: attendance is expected, and preparation is expected. The performance is analyzed on two dimensions:
Cost versus standard and Quality

12. BEP Strategic Plan
This Strategic Plan furthers our commitment to maintaining state-of-the-art production capability, product quality and security, and employee safety and environmental stewardship as we continue to cost effectively meet the needs of our customers and the American public.
Show Slide #12: Discuss the process of cost management and control at Bureau of Engraving and Printing (BEP) (Cont.)
Facilitator Note:
This Strategic Plan furthers our commitment to maintaining state-of-the-art production capability, product quality and security, and employee safety and environmental stewardship as we continue to cost effectively meet the needs of our customers and the American public.
It’s important to note that the Bureau’s strategic plan includes a commitment to cost effectiveness (emphasis added.) This is essentially the “Commander’s Intent” for the BEP.

13. Analytic Cost Experts Office of the CFO Office of Compliance
Office of Acquisition
Office of Financial Management
Cost Accounting Branch
General Ledger Accounting Branch
Payroll Branch
Budget Branch
Financial Systems Branch
ACEs
Managerial
External
Reporting
and Administrative
Show Slide #13: Discuss the process of cost management and control at Bureau of Engraving and Printing (BEP) (Cont.)
Facilitator Note:
The second requirement for cost management control is cost staff (ACEs).
This slide details the financial management structure of the BEP, and identifies the ACEs in the organization.
At the top is the Office of the CFO. The CFO’s office has three departments:
Office of Compliance – this is basically an external reporting function, to assure compliance with all applicable regulations.
Office of Acquisition – this office would have responsibility for purchasing and major acquisitions. This may require some one-time cost benefit analysis for major purchases, but for the most part the focus is on compliance with FAR – Federal Acquisition Regulations.
Office of Financial Management. The office of financial management has five branches.
The first is the Cost Accounting Branch. This branch is the engine of the managerial cost measurement and analysis.
The remaining four branches are primarily concerned with external reporting and administrative work:
General Ledger Accounting Branch
Payroll Branch
Budget Branch
Financial Systems Branch
There are three key positions that require ACEs: The CFO, the leader of the Office of Financial Management, and the Cost Accounting Branch. These individuals must have strong skills in cost measurement and analysis.

14. Chief Financial Officer Mission
The mission of the CFO Directorate is to maintain the integrity of the Bureau's revolving fund, provide the financial resources necessary to meet customer requirements, and oversee management control functions and the mutilated currency redemption program.
Show Slide #14: Discuss the process of cost management and control at Bureau of Engraving and Printing (BEP) (Cont.)
Facilitator Note: to maintain the integrity of the Bureau's revolving fund, provide the financial resources necessary to meet customer requirements, and oversee management control functions and the mutilated currency redemption program.
The CFO’s mission also recognizes the importance of the management control function. The ACEs in the CFO directorate are critical in achieving this mission.

15. Process Two key after action reviews monthly Pre-cost meetings
Working sessions for each manufacturing site
More detail oriented
Director’s cost meeting
First thing set on the annual calendar
Attended by all key executives
More summary and key issue oriented
Show Slide #15: Discuss the process of cost management and control at Bureau of Engraving and Printing (BEP) (Cont.)
Facilitator Note: The third requirement for a cost managed organization (CMO) is an institutionalized process. At BEP the process includes two key after action reviews monthly
First are the pre-cost meetings
These are working sessions for each manufacturing site (one for DC, one for Ft. Worth).
They are more detail oriented than the Director’s cost meeting which follows it. This gives lower level managers the opportunity to explain their performance and see how it impacts the site’s performance as a whole.
Second comes the Director’s cost meeting
This meeting is the first thing set on the annual calendar, which signals to the organization that cost is high priority.
It is attended by all key executives, indicating its importance to top leadership in all areas of the organization.
The reports are more summary and key issue oriented.

16. Cost Measurement Extensive actual cost reporting Variance reporting
Detailed costs by product type (output)
Monthly frequency
Variance reporting
Monthly and YTD versus standards
Standards updated several times per year per leadership direction
Consider the intelligence content of the following reports
Show Slide #16: Discuss the process of cost management and control at Bureau of Engraving and Printing (BEP) (Cont.)
Facilitator Note: The fourth requirement for a cost managed organization is cost measurement. BEPs cost measurement includes extensive actual cost reporting
Detailed costs by product type (output)
Monthly frequency. Of course, more frequent cost measurement and reporting is more costly, but the benefit outweighs the costs. It is better to identify and address a problem quickly rather than waiting for a few months when much more damage may have been done.
Variance reporting
Monthly and YTD versus standards. The monthly view gives feedback on immediately past action. The YTD view looks at the long term performance.
Standards updated several times per year per leadership direction. This is another example of signaling expectations. Standards should be realistic. Goals for improvement should be challenging but not out of reach.
Consider the intelligence content of the following reports.

17. BEP 2008 AAR Sales down $61.4M, but COGS down only $18.3M
2007
($M)
Revenue from Sales
516.6
578.1
Cost of Goods Sold
443.3
461.6
Gross Margin
73.3
116.5
Operating Costs
-General and Administrative
60.3
56.2
-Research and Development
12.4
14.0
Total
72.7
70.2
Excess of Revenues over Expenses
0.6
46.3
Sales down $61.4M, but COGS down only $18.3M
This drops Gross Margin Percent from 20.2% to 14.2%!!
Can you reconcile??
Show Slide #17: Discuss the process of cost management and control at Bureau of Engraving and Printing (BEP) (Cont.)
Facilitator Note: Sales down $61.4M, but COGS down only $18.3
This drops Gross Margin Percent from 20.2% to 14.2%!!
Can you reconcile?? Some of the decrease in the excess of revenues over expenses is attributable to volume but some must also be due to performance issues. Using 2007 as the standard, COGS should be 79.8% of sales. If we apply that percentage to 2008’s sales, COGS should have been 79.8% of = The difference of 31.1M is due to some performance issue, although we don’t know what. There are also increases in the General and Administrative and Research and Development “fixed” costs that should be explained.

18. What is Leadership Interested In?
Show Slide #18: Discuss the process of cost management and control at Bureau of Engraving and Printing (BEP) (Cont.)
Facilitator Note: What is Leadership Interested In?
[The prominent placement of the production spoilage numbers indicates that it is of key interest to leadership. This more detailed report is from the site “pre-cost” meeting at the DC facility.
What is Leadership Interested In?

19. What is Leadership Interested In?
Show Slide #19: Discuss the process of cost management and control at Bureau of Engraving and Printing (BEP) (Cont.)
Facilitator Note: What is Leadership Interested In?
The Total MFG Cost (lower left, double underlined) is also of interest to leadership.
What is Leadership Interested In?

20. What is Leadership Interested In?
Show Slide #20: Discuss the process of cost management and control at Bureau of Engraving and Printing (BEP) (Cont.)
Facilitator Note: What is Leadership Interested In?
Each line item in the total of the left column represents a key variable for production managers. The first sub group represents direct costs from the printing process. They include paper, and various types of ink. The second subgroup represents costs from other processes.]
Which single item is the most significant? (paper)
What was the cost of producing 1000 notes in July 2009? ($50.42)
What is the YTD actual cost of 1000 notes? ($50.40)
What is the variance from standard? ($3.57 per thousand unfavorable)
How would you explain this? (the biggest issue is the $4.07 unfavorable variance in cope pack. There are a few other minor unfavorable variances. These are offset by the $.67 favorable variance in the printing operation and $.47 favorable variance in spoilage.)
What is Leadership Interested In?

21. Graphs Help Leaders Learn
Production and Quality Report July 2009
Graphs Help Leaders Learn
Show Slide #21: Discuss the process of cost management and control at Bureau of Engraving and Printing (BEP) (Cont.)
Facilitator Note: Graphs help leaders visualize the results. What does this graph tell you?
[This chart represents ink “mileage”, or the number of sheets produced per pound of ink. The line with the asterisk markers represents the YTD – this is a cumulative average, which explains why it is smoother than the month to month actual reflected in the line with the square markers. How did we do in July? Best ink mileage so far this year!]

22. Production and Quality Report July 2009
Describe Performance
COST PERFORMANCE:
Cost per Cost notes Impact
WCF
Current Month Cost (Above) or Below Standard ($0.4464) ($134,272)
YTD Total Cost (Above) or Below Standard $ $2,425,728
ECF
Current Month Cost (Above) or Below Standard ($1.3342) ($204,928)
YTD Cost (Above) or Below Standard $ $288,480
Total
Current Month Cost (Above) or Below Standard ($0.7465) ($339,200)
YTD Cost (Above) or Below Standard $ $2,714,208
Show Slide #22: Discuss the process of cost management and control at Bureau of Engraving and Printing (BEP) (Cont.)
Facilitator Note: What does this report tell us about performance? WCF stands for “Western Currency Facility” (Ft. Worth) and ECF stands for “Eastern Currency Facility” (DC). This report is from the Director’s cost meeting, and is shown at a much higher level. While the pre-cost meeting examined each element of cost, the Director’s cost meeting is only concerned with total cost. The amounts presented are variances. Costs that are above standard are unfavorable, and are presented in brackets. Costs that are below standard are favorable and are shown without brackets.
Which facility performed better in July 09? [WCF is less unfavorable in July 09 – approximately 45 cents per thousand notes.]
Which performed better on a YTD basis? [WCF is also more favorable in YTD cost – approximately 72 cents per thousand notes.]
How would you describe overall performance? [While the current month’s performance is unfavorable overall, the YTD performance variance is still favorable.]

23. What does this report suggest?
Production and Quality Report July 2009
What does this report suggest?
BREAKDOWN OF YTD COST :
Cost
Impact
WCF Material Cost (Above) or Below Standard $201,732 Labor Cost (Above) or Below Standard $853,196 Overhead Cost (Above) or Below Standard $64, Volume Impact (Above) or Below Standard $1,306,330
Total MFG Cost (Above) or Below Standard $2,425,728
ECF Material Cost (Above) or Below Standard $246,509 Labor Cost (Above) or Below Standard $464,780 Overhead Cost (Above) or Below Standard ($257,846) Volume Impact (Above) or Below Standard ($164,963) Total MFG Cost (Above) or Below Standard $288,480
Show Slide #23: Discuss the process of cost management and control at Bureau of Engraving and Printing (BEP) (Cont.)
Facilitator Note: What does this report suggest?
[This report gives YTD cost info by facility. Note that it is presented in reconciliation format. As we noted before, WCF has better numbers than ECF. However, at WCF a large chunk of the favorable variance is due to volume, although all variances presented are favorable. ECF has lower volume than expected (unfavorable volume impact) and has an unfavorable overhead variance, but overall the facility shows favorable performance for the year.]

24. Requirements Inventory
Leadership: Director actively involved, runs AAR
ACE: CFO and staff have mandate
Process: Two institutionalized, formal AAR meetings
Measurement: Detailed, frequent, costing with outputs as cost objects and comparisons to standard costs
Show Slide #24: Discuss the process of cost management and control at Bureau of Engraving and Printing (BEP) (Cont.)
Facilitator Note: Briefly let’s recap how the four requirements of cost managed organizations are in place at BEP:
Leadership: the Director is actively involved, runs AAR
ACE: CFO and staff have mandate from the organization to manage the control process
Process: Two institutionalized, formal AAR meetings.
Measurement: Detailed, frequent, costing with outputs as cost objects and comparisons to standard costs

25. Output Based Control
Important to organizations providing a limited number of products of services
Supports a full spectrum of costing views and analyses
Much more complex than organization or role based control
Probably has more limited applicability in government
But extremely powerful where applicable, especially when user fees are based on cost
Show Slide #25: Discuss the process of cost management and control at Bureau of Engraving and Printing (BEP) (Cont.)
Facilitator Note: To summarize output based control:
Who uses it? It is important to organizations providing a limited number of products of services
How is it used? It supports a full spectrum of costing views and analyses
How does it differ from other types of cost management and control? It is much more complex than organization or role based control
In conclusion, it probably has more limited applicability in government, but it is extremely powerful where applicable, especially when user fees are based on cost

26. LSA #2 Check on Learning
Q1. How did cost measurement and reporting differ from the pre-cost meeting to the Director’s cost meeting? A1. The report for the pre-cost meeting was much more detailed. It showed how each production element contributed to total cost. The reports for the Director’s cost meeting was much higher level (reported performance at a facility level and then total organization performance). Q2. What role did leadership play in the process? A2. Leadership signaled the importance of the process by scheduling the meeting as a priority, and also provided commander’s intent-type guidance in the organization’s strategic plan. It is also possible to see leadership’s influence on the reporting process by looking at what elements are prominently featured in the report formats.
Show Slide #26: LSA #2 Check on Learning
Facilitator Note: Ask the following Questions. Facilitate the answers given.
Q. How did cost measurement and reporting differ from the pre-cost meeting to the Director’s cost meeting?
The report for the pre-cost meeting was much more detailed. It showed how each production element contributed to total cost. The reports for the Director’s cost meeting was much higher level (reported performance at a facility level and then total organization performance).
Q. What role did leadership play in the process?
A. Leadership signaled the importance of the process by scheduling the meeting as a priority, and also provided commander’s intent-type guidance in the organization’s strategic plan. It is also possible to see leadership’s influence on the reporting process by looking at what elements are prominently featured in the report formats.]

27. LSA #2 Summary
During this discussion, we discussed the process of cost management and control at Bureau of Engraving and Printing. After a monthly cost meeting was implemented, the cost culture had been started. Managers were now responsible for variances being reported.
Show Slide #27: LSA #2 Summary
Facilitator Note: Restate the Summary; During this discussion, we discussed the process of cost management and control at Bureau of Engraving and Printing. After a monthly cost meeting was implemented, the cost culture had been started. Managers were now responsible for variances being reported.

28. TLO Summary
Action: Identify Key Elements of Information from Output Based Case Study Data
Condition: You are training to become an ACE with access to ICAM course handouts, readings, spreadsheet tools, and awareness of Operational Environment (OE) variables and actors
Standard: With at least 80% accuracy:
Describe case background
Discuss the process of cost management and control at Bureau of Engraving and Printing (BEP)
Show Slide #28: TLO Summary
Facilitator’s Note: Restate the TLO
Action: Identify Key Elements of Information from Output Based Case Study Data
Condition: You are training to become an ACE with access to ICAM course handouts, readings, spreadsheet tools, and awareness of Operational Environment (OE) variables and actors
Standard: With at least 80% accuracy:
Describe case background
Discuss the process of cost management and control at Bureau of Engraving and Printing (BEP)
“Or”
Facilitator's at this time, have one learner from each group to explain the most important take away to them from this lesson. Facilitate a discussion on each answer.