As the group members take their seats after the break, Ross stands at the front of the room. He will make the presentation about the executive sales and operations planning or management review meeting.

"Before we proceed, do you have any questions about the sales and operations planning subprocesses?" he asks.

"I am beginning to have a number of questions," Anita Cooper, the purchasing manager, says, "but I believe they are at a greater level of detail than you plan on handling in this session."

"That's a good sign, Anita," Ross replies. "We cannot cover all the details in one day. At best, we can help you all gain the same high level of understanding and see that you commit to your individual roles and responsibilities."

"So when do all the detail questions get answered?" Ray Guy, the final assembly manager, asks.

"Some of the questions will be answered in the next two-day education session. More will be answered during the design workshop. Even more will be answered during the first three cycles of using the process," Ross replies.

He explains that detail questions will be answered as issues arise during the operation of the first three cycles. Sales and operations planning is not something that needs to be massively engineered prior to operating the process.

"You will learn through doing," Ross says. "We will provide coaching and advice, but you will address the business issues yourselves. We cannot dictate the answers."

"I am somewhat passionate on this subject," Ross...