he chapter that deals with what steps need to be taken within the company to improve efficiency, before competition should be over analyzed. Endless studies on competition can waste time and money that can be used on improving standards and equipment within the company that will ultimately result in surpassing the competition. "It is management's responsibility to specify aggressive targets that will demand quantum leaps forward in the international race for manufacturing superiority" (Harmon, p.4). Lot size inventory, plant size and complexity, and low cost automation are all factors that produce the most substantial gains in productivity and thus increase profit.
             Chapters 2 and 3 tie in together and serve as a good follow up to chapter 1. Chapter 2 is based on "Factory Organization", the title of the chapter. And chapter 3, titled "Future Vision: The Plant Wide Plan", takes an overall look at the factory. Chapter 2 is a basic outline guide for sub plants within the plant, without too much technicality, which is detailed in later chapters. Sub plants, or plants within the plants as it is described, closes the gaps between the superiorities and the shop floor workers. Each
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