In a true story related by our colleague, Professor James W. Dean, Jr., the general manager of an elevator company was frustrated with the lack of cooperation between the mechanical engineers who designed new elevators and the manufacturing engineers who determined how to produce them. The mechanical engineers would often completely design a new elevator without consulting the manufacturing engineers, and then expect the factory to somehow figure out how to build it. Often the new products were difficult or nearly impossible to build, and their quality and cost suffered as a result. The designs were sent back to the mechanical engineers (often more than once) for engineering changes to improve their manufacturability, and customers sometimes waited for months for deliveries. The general manager believed that if the two groups of engineers would communicate early in the design process, many of the problems would be solved. At his wits’ end, he found a large empty room in the plant and had both groups moved into it. The manager relaxed a bit, but a few weeks later he returned to a surprise. The two groups of engineers had finally learned to cooperate—by building a wall of bookcases and file cabinets right down the middle of the room, separating them from each other! What would you do in this situation? Relate this to Six Sigma and process thinking.