This article presents some implications for manufacturing functions operating in an integrated business environment. In this case, however, there are often more opportunities than failure points that can be used to define efficiencies and resolve issues between departments. The issue, of course, is that integrated business process designs need to be a collaborative effort of all functions within the organization. The measurement for success or failure needs to be overall organizational efficiency measured by meeting financial expectations. With manufacturing, there are so many connections or at least touch points that each needs to be identified and an optimal solution designed.