Chaparral Steel differentiates itself from other mini steel mills because of the various activities in which they excel and the relationship between these activities. Four central, interrelated activity themes were clear in the Chaparral Steel case and will be used to construct our first framework. Before modeling the contributions related to the Chaparral Steel case framework, we want to establish a baseline for our framework. The building blocks or foundations of the framework will be based on what we consider a “framework tautology”: all businesses share a fundamental framework of allocating resources to acquire inputs and adding value to produce an output. , which will be purchased. by one or more companies. Taking this tautology as a starting point, it is very simple to situate Chaparral Steel's activity within this rudimentary framework. Chaparral Steel allocates financial resources for the purchase of raw materials (scrap) and machinery, devotes personnel resources (labor) to the operation of machinery to process raw materials into finished steel products and sells finished products to various companies, such as builders. The Chaparral Steel case gives us insight into the operations and successes of an industrial manufacturing company, which can be used to enrich our framework. We have identified four groups of activities that are central to Chaparral Steel's strategy and decision-making process and therefore need to be modeled. The four elements are Chaparral Steel's leadership, distinct culture, technological advantage and high productivity. Additionally, each of these critical elements follows a linear model. Chaparral Steel's leadership style was the primary influencer of the company's culture, which...... middle of paper ......develops new technologies, but unlike Chaparral, they wanted this technology be used in all of their product lines.JPL: Similar to Chaparral, JPL employees would first come up with the task at hand, then try to develop the technology to accomplish the task. High Productivity Polaroid: Unlike Chaparral, in the sense that they didn't want to manufacture anything, they just wanted to be the company that owned the imaging standard. MTC: I wanted to be like Chaparral because they weren't efficient at all in their manufacturing process, their strength lay in the development of technology. Canon: Similar to Chaparral in manufacturing the core technology, but not similar in outsourcing the remaining components. JPL: Not similar in that they only build prototypes, there is no mass manufacturing involved in their business..