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In the order$-$processing section of General Electric's circuit breaker division, elapsed time from order receipt to delivery was cut from three weeks to three days by consolidating six production units into one, reducing a variety of former inventory and handling steps, automating the design

system to replace a human custom$-$design process; and cutting the organizational layers between managers and workers from three to one. This is a good example of

a$.$ benchmarking of operating activities and business processes against "best$-$in$-$industry" and "best$-$in$-$world" performers.

b$.$ operating practices that generate economies of scale and scope.

c$.$ performance yardsticks for judging effectiveness and efficiency for particular value chain activities and business processes that are deemed strategically critical.

d$.$ business process reengineering, to drive continuous improvement in how internal operatic are and should be conducted.

e$.$ "best$-$in$-$company" operating activities and processes to standardize functions.