Original sentence: According to Jacques Attali's biography, Warburg used a sheet of one-to-four-line summaries of each possible new loan, on a few sheets that were copied through the entire bank each day.All of the programs arose via the reporting structure, making them visible to upper management, who were then free to support proposals they felt made sense.Another cross-hierarchical system with similar traits arose at Warburg's Bank.At Printronix (NASDAQ PTNX), a $100m manufacturing organization with five levels of management, this was applied starting in 1990.By 1994 the organization had reduced total floorspace by 40% (eventually 75%), had "found" $100m of cash, reduced backlog from 3 months to 3.5 weeks, reduced product development time (for computer printers, a complex product) from three years to six months, and doubled product service life (greatly reducing the total cost of ownership of their product).It spanned the entire hierarchy, and anyone with comments was asked to bring them.This was achieved by a series of employee-initiated, management-led activities: adoption of just-in-time manufacturing, statistical process control, corrections of product weaknesses, and a cross-product "printer architecture" permitting development of "design modules" that could be mixed and matched for niche markets.Warburgs grew from 16,000 pounds, to 4 billion pounds under management in less than forty years.Within a week, the perennial grumbles about "bad communication" ceased