• Integrate parallel activities. Chrysler had separate department that worked on designing engines, transmissions, frames, and so on. Unfortunately, the departments did not communicate well. At the integration and testing phase, they often found that components did not fit together properly and had to be redesigned at considerable expense. Chrysler reengineered its product development to place at least one person from each department on the team in charge of a particular automobile. This reduced produced development times and costly redesigns significantly.