1. To get the additional orders his plant needed, what all did Alex have to offer to the new customer in France (Chapter 38)? Do you think that was a good business decision for the plant in the short-term? Is it a good decision for the long-term? Explain your answers.

2. As orders increased, the plant experienced issues with processing and shipping orders on time (Chapter 39). What role did upstream operations and their lack of spare capacity play in creating those issues? How will Alexs team try to fix the problem? Explain your answers.

3. Once at division, Lou begins using traditional accounting measures of performance (Chapter 40). How did he justify using them in place of Jonahs three measures? If Jonahs measures are not used, will that make it difficult to improve divisions performance? Explain your answers.

4. Alex and Lou have identified several constraints that are negatively impacting the divisions performance (Chapter 40). What are those constraints? Can the five-step improvement process used by Alexs plant also be used to overcome the divisions constraints? Explain your answers.

5. While discussing how to overcome the divisions constraints, Alex and Lou identified three key questions that all managers need to address (Chapter 40). What are those three questions? What does it require to answer fully and correctly each one of them? Explain your answers