A Wall Street Journal article (Feb 2, 2012) by Armand Lauzon Jr describes his experience as a private equity company representative with manufacturing firms. Firth Rixson was a metals forging company that he led, and that doubled revenues, improved profitability, added new facilities and became a market leader. John Maneely Corp, a steel pipe and tube manufacturer, improved manufacturing processes, created incentive programs for their union employees and became the largest manufacturer in its sector. How do private equity firms manage the turnaround of manufacturing firms, given their plans to extract a significant return on their risky investments  ? Are the examples presented in this article the rule or the execption ? How are global supply chains leveraged to deliver the desired improvements in a short interval ?