Chaparral Steel differs from other minimills in the various tasks at which they excel and the relationship between these tasks. Four central and interconnected business themes were clear in the Chaparral Steel case and will be used to build 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 believe is a “framework tautology”: all companies share a fundamental framework which is to allocate resources to acquire inputs and add value to them to produce an output, which will be purchased by one or more companies. Using this tautology as a starting point, it is very simple to map Chaparral Steel's business onto this rudimentary framework. Chaparral Steel allocates financial resources to purchase raw materials (scrap metal) and machinery, dedicates personnel resources (labor) to operating machinery to transform raw materials into finished steel products, and sells the finished products to various companies, such as manufacturers .The Chaparral Steel case gives us insight into the operations and successes of an industrial manufacturing company, which can be used to supplement our framework. We have identified four groups of businesses that are at the heart of Chaparral Steel's strategy and decision making and, therefore, should be modeled. The four elements are Chaparral Steel's leadership, its distinct culture, its technological advantage and its high productivity. Furthermore, each of these critical elements follows a linear pattern. Chaparral Steel's leadership style was the main influencer of the company's culture, which...halfway......develops new technologies, but unlike Chaparral they wanted this technology to be used in all their product lines.JPL: Similar to Chaparral, JPL employees first set out the task that needed to be completed, then tried to develop the technology to accomplish the task. High Productivity Polaroid: Not similar to Chaparral, as they didn't want to produce anything, but just wanted to be the company that owns the imaging standard.MTC: Wanted to be like Chaparral as they were not efficient at all in the manufacturing process, their strength was in the development of the technology.Canon: Similar to Chaparral in the production of the core technology, but not similar in the outsourcing of the remaining components. JPL: Not similar as they only build prototypes, there is no mass production involved in their business.