Problems had come to a head at the Fokker aircraft company's parts fabrication facility. Backlogs had gone from essentially zero two years previously to a size that was threatening the economic viability of not just the company's two new aircraft programs, but the company itself. At the centre of the problem were: a manufacturing information system whose information was being questioned by all sides; a production planning department that was swamped with work; and a manufacturing function whose capacity to keep up with demand was in dispute. A decision and action plan is needed.