4 Over the next several years, our focus will be on improving cash flow, imple- menting our restructuring plan in the heavy-duty truck market, and growing our profitable businesses.  This focus will position us for strong financial performance as we emerge from the economic slump.  To improve our cash flow, we continue to reduce our direct and indirect material costs, and have already delivered approximately $275 million worth of improvements in our gross purchase costs since our work began in 1998. Reducing the amount we pay for quality issues associated with some of our new products is also a focus, and we have implemented a quality improvement program called Six Sigma. Led by project leaders called Black Belts and Green Belts, Six Sigma uses statistical tools and a disciplined, logical approach to drive rapid process improvement. We now have more than 100 Black Belts and 170 Green Belts working on improvement projects. The completed projects have already resulted in an additional $27 million to the bottom line, exceeding our first-year goal by $2 million.  Throughout 2000, I have highlighted the need to change the way we participate in the North American heavy-duty truck engine market. The problems in the business are inherent in the structure and are not only the result of the current downturn. For more than a decade, we have been caught between discounts in pursuit of market share and the need for significant investment in technology over shorter and shorter product cycles driven by increasingly stringent emissions standards. Late in 2000 and early in 2001 Cummins concluded three long term strategic agreements as part of a strategy that will enable us to remove redundant selling costs, improve our installed quality and reduce the technical and manufacturing cost of proliferation over time.  I am confident of our future as we move into 2001, despite the challenges of 2000. Our strengths remain. We are a diversified company. We continue to lead the industry in emissions technology with expertise in: fuel systems, filtration, exhaust systems, turbochargers, electronics and combustion research. We have manufacturing, engineering and marketing alliances that not only cross our organizational structure, but which cross the globe, including ten businesses in India and eight in China. We have the strongest distribution system among any of our competitors, which enables us to be first to market with the best products. We intend  to capitalize and build upon these strengths. 