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A project manager in the Operational Research Department of an automobile assembly plant must decide how he can most effectively redirect his team to meet management''s deadline and design expectations. For five months he had been supervising the work of three young company employees who were developing a simulated assembly line. However, because his current responsibilities left him in charge of four or five projects at a time, all in varying stages of completion, he had left his assistants to work together with very little intervention from him. As a result, he is facing the pressure of an uncompleted project and an unnecessarily elaborate design. (This case should be used with two supplements Antar Automobile Company cases, cases ''9A95C016'' and ''9A95C017''.) There is a Spanish translation available ''9A95CS05''.