Uncertainty is found in business environments due to the sudden occurrence of a crisis, which can cause an unknown amount of damage to an organization. A crisis is an unpredictable incident or negative situation that can cause varying degrees of damage to an organization's reputation, financial position, and/or operational disruptions (Coombs, 2008; Valackienė & Virbickaitė, 2011). To prepare for an unpredictable crisis, organizations can prepare business continuity (BC) and/or disaster recovery (DR) plans to help mitigate the negative effects of a crisis. Business continuity involves actions taken by an organization to ensure that critical or otherwise prioritized operations continue under normal conditions or those where business operations are degraded by an unexpected incident (Arduini & Morabito, 2010; Salman Sawalha, 2013). Furthermore, disaster recovery includes the procedures and processes undertaken by an entity to recover its technical capabilities and continue with business operations after a natural disaster or cyber attack (Sasi Rekha, 2013). For BC plans, organizations should conduct due diligence in identifying various types of crises that could potentially affect the organization. Additionally, identifying critical business functions is considered a necessity in creating and maintaining organizational BC and DR plans that help negate the effects of a crisis. Additionally, the organization should identify critical organizational assets that need protection at the onset of a crisis. The rest of the context of this article will focus on manufacturing operations. Manufacturing operations are operated in two equal-sized facilities of approximately 80,000 square feet at the center of a paper-based problem analysis for a disaster recovery plan at the Chennai integral bus factory. Journal of the Public Enterprise Institute, 36(1/2), 117-127. Retrieved from http://www.ipeindia.org/main/index.php?page=journal-of-ipeSeow, K. (2009). Gaining senior management commitment to business continuity: Motivators and reinforcers. Journal of Business Continuity and Disaster Planning, 3(3), 201-208. Retrieved from http://www.henrystewartpublications.com/jbcepStourac, T. (2014). Wheels, hubs and spokes: Incorporate a scorecard into a business continuity program. Journal of Business Continuity and Disaster Planning, 7(3), 260-269. Retrieved from http://www.henrystewartpublications.com/jbcepValackienė, A., & Virbickaitė, R. (2011). Conceptualization of the crisis situation in a company. Journal of Business Economics and Management, 12(2), 317-331. doi:10.3846/16111699.2011.575192