In the 1980s, Harley-Davidson, the American manufacturer of motorcycles, was losing millions of dollars each year and was in danger of shutting down. In response, the management reduced substantially the size of the inventory of parts, components and tools at its factory. Explain how this practice would have enabled Harley-Davidson to reduce production costs and become more competitive with Japanese manufacturers. (Hint: in 1980 Harley-Davidson needed to sell 53000 bikes per yea to break even, but two years later it needed to sell only 35000 to break even.)