Currently, businesses are forced to be more innovative than ever before. Organizations must be sensitive to global trends -- such as digitization, globalization, and automation -- and at the same time build resilience and flexibility to combat unexpected changes in customer demand. The coronavirus pandemic is just the most recent and pronounced example of this new-normal business necessity. Amidst the disruption, many businesses are caught not knowing how to proceed. How ought one pursue or achieve innovation for the company? Are there different innovation strategies? Why might a business leader choose one over the other? The Lean Innovation Cycle addresses these concerns by introducing a new multidisciplinary framework for both thinking about and pursing innovation. By taking key concepts from the quality management practices of Lean and Six Sigma, the framework augments these tools and disciplines by incorporating other problem-solving and design techniques, including Human-Centered Design. The result is a view of innovation that many business leaders will find fits nicely into their existing paradigm of strategy and operational discipline. After the introduction of the framework, the book turns to understanding the differences, advantages, and tradeoffs in pursuing Lean Innovation in lieu of traditional, technologically driven innovation approaches. To this end, the book considers issues of sustainability, organizational strategy, and competitive advantage. The result is a thought-provoking dialogue that informs the reader about the key considerations of how best to pursue innovation within their business and the business environment, as well as the circumstances that might make one innovation strategy more congruent to an organization's culture, goals, and objectives than the other.

Nanobiotechnology for Sustainable Bioenergy and Biofuel Production provides insights into the most recent innovations, trends, concerns and challenges in the production of biofuels. This book highlights a number of key research topics and practical applications of modern nanomaterials and nanocomposite-driven enzyme biotechnology for biofuels production, including the advances in the nanoscaffolds design (nanomaterials support) for immobilizing bioenergy producing enzymes (nanobiocatalyst system), the recent trends in biomass processing (untreated/treated agriculture and food waste, grasses, algal, etc.) using advanced nanobiocatalysts for biofuels production and the scale-up study of bioenergy production using nanomaterials immobilized enzymes and biofuel harvesting using nanomaterials. At the outset of new nanobiotechnology applications in biofuel production, there is a need for a new resource in the bioenergy field. This book delivers an overview of the contributions of biofuel production and the most up-to-date advances in nanobiotechnology to a diverse audience ranging from post-graduate students to researchers in biochemical engineering, biotechnology, bioremediation and environmental studies and pharmaceutical professionals. Key Features * Outlines the most recent nanobiotechnological advances in biofuels and bioenergy for biofuels productions * Covers biodiesel, bioethanol, biomethane, biohydrogen, biorefineries and biofuel harvesting using nanomaterials * Explains the scale-up nanobiotechnological study of biofuel production at the bioreactor level

Focusing on the broader areas of Industry 4.0 as it applies to small and medium-sized enterprises (SMEs), this book offers a smooth adoption of techniques and technologies and presents advances, challenges, and opportunities for implementation. It will also enhance the role of academia by training new engineers on Industry 4.0 and digital transformation. Industry 4.0 in Small and Medium-Sized Enterprises (SMEs): Opportunities, Challenges, and Solutions presents concepts of predictive maintenance, digital factory, digital twin, additive manufacturing, and machining for sustainable development. It discusses the challenges faced by adopting Industry 4.0 including new security and privacy measures in the whole smart manufacturing setup while also explaining the impact of Industry 4.0 on Lean production systems. Implementation recommendations in the form of case studies, research studies, and the role academia can play are also provided. Practitioners, research scholars, academicians, and those studying or working in the Industry 4.0 sector will find this book of interest.

Addresses the complete functional framework workflow in IoT technology Explores basic and high level concepts Provides data based intelligent and automated systems through Industrial IoT and its implications to the real world Discusses the major applications Presents an interdisciplinary platform

Our work life is changing. Every day new companies, technologies, and ideas emerge that impact how, where, and most importantly, why we work. Despite this exciting evolution, people remain the heart of change. People are tricky. People don't seem to evolve as fast as global trends. People get Stuck. Teams have people moving at different speeds with different levels of adoption in our evolving workplace. Some evolve and some don't. Teams get Stuck. Leaders, managers, and teammates struggle with this resistance and get frustrated. Frustrated people impact the performance of every organization. Organizations get Stuck. Why? The answer is deeply human and biological, rooted in the way our brain interacts with everything in the world, even work. When people feel they are losing something, they react by getting Stuck. Stuck connects over 20 years of research on our brain's reaction to the evolving workplace with real stories of people journeying through the challenge of being Stuck. The organizations, leaders, and managers who understand these concepts will evolve with the future. Those organizations will understand LOSS as a tool to achieve business WINs. This book addresses a critical concept that closes a gap in other popular business publications. Many books tell leaders and managers the process of how to change their organizations. However, many of these books lack a key mechanism for understanding human interactions. The mechanism is a biological function developed through evolution called attachment - the human need to connect to different tangible and intangible objects for support. Attachment is the reason that people connect with leaders and corporate culture, but also what creates a deep sense of loss during even the smallest changes. Stuck offers a complete understanding of attachment and how it impacts individuals, relationships, and organizations. The root of the challenge is the human need to connect to different tangible and intangible objects for support. The basis of the need for support is grounded in our need for attachment. Those who learn to understand loss through attachment behavior and the attachments of others will succeed. In addition, this book provides original data-based evidence from assessments conducted with nearly 20,000 respondents and original stories from the application of attachment concepts in more than 150 organizations across all sectors around the globe. It shines a light on attachment and use it as a lens to better understand our workplace. Stuck is not an academic study. It is a practical guide for leading the brain through change. For the first time, the authors tell stories that demonstrate their research and offer a roadmap for how to leverage attachment research to drive business success. Stuck provides not only the deep lessons from the authors' research, but clear steps for readers to use the lessons of attachment in their own work. In this way, the book serves as a guide to those leaders, managers, and employees who are ready to be unStuck.

Green Productivity and Cleaner Production: A Guidebook for Sustainability focuses on green production processes that could help better achieve global sustainability. It aids readers in realizing the issues with current conventional productivity initiatives and examines the newest methods. Also, it presents numerous real-world applications techniques, which allows users the ability to apply the most appropriate solutions for their situations. Further, it explains measures to achieve green productivity and cleaner production to help maintain high quality, sustainable production chains while simultaneously conserving natural resources and reducing waste. Features: Examines the core theories and techniques for green productivity, waste management, end-of-pipe treatment methods, sustainable production technologies, and cleaner production Written with a simple and easily understandable presentation, applicable for both undergraduate students and practicing professionals alike Provides guidance on how to use different tools and techniques in various problem-solving scenarios Focuses on greening production processes as an initiation to achieve global environmental sustainability Includes numerous illustrations, along with practical examples and tools helpful for readers to understand and apply the approaches presented throughout The subjects covered in Green Productivity and Cleaner Production: A Guidebook for Sustainability are of interest to students, researchers, academicians, and professionals in various industries.

Our work life is changing. Every day new companies, technologies, and ideas emerge that impact how, where, and most importantly, why we work. Despite this exciting evolution, people remain the heart of change. People are tricky. People don't seem to evolve as fast as global trends. People get Stuck. Teams have people moving at different speeds with different levels of adoption in our evolving workplace. Some evolve and some don't. Teams get Stuck. Leaders, managers, and teammates struggle with this resistance and get frustrated. Frustrated people impact the performance of every organization. Organizations get Stuck. Why? The answer is deeply human and biological, rooted in the way our brain interacts with everything in the world, even work. When people feel they are losing something, they react by getting Stuck. Stuck connects over 20 years of research on our brain's reaction to the evolving workplace with real stories of people journeying through the challenge of being Stuck. The organizations, leaders, and managers who understand these concepts will evolve with the future. Those organizations will understand LOSS as a tool to achieve business WINs. This book addresses a critical concept that closes a gap in other popular business publications. Many books tell leaders and managers the process of how to change their organizations. However, many of these books lack a key mechanism for understanding human interactions. The mechanism is a biological function developed through evolution called attachment - the human need to connect to different tangible and intangible objects for support. Attachment is the reason that people connect with leaders and corporate culture, but also what creates a deep sense of loss during even the smallest changes. Stuck offers a complete understanding of attachment and how it impacts individuals, relationships, and organizations. The root of the challenge is the human need to connect to different tangible and intangible objects for support. The basis of the need for support is grounded in our need for attachment. Those who learn to understand loss through attachment behavior and the attachments of others will succeed. In addition, this book provides original data-based evidence from assessments conducted with nearly 20,000 respondents and original stories from the application of attachment concepts in more than 150 organizations across all sectors around the globe. It shines a light on attachment and use it as a lens to better understand our workplace. Stuck is not an academic study. It is a practical guide for leading the brain through change. For the first time, the authors tell stories that demonstrate their research and offer a roadmap for how to leverage attachment research to drive business success. Stuck provides not only the deep lessons from the authors' research, but clear steps for readers to use the lessons of attachment in their own work. In this way, the book serves as a guide to those leaders, managers, and employees who are ready to be unStuck.

Research in cognitive science over the last 30 years shows much of what we know about culture in the business world is based on myth, wishful thinking, outdated science, or is just plain wrong. This is why culture-shaping and change programs in organizations often amount to little more than sloganeering with minimal impact on the lived experience of employees. This book bridges the gap between the latest research on cognitive science and culture, providing a valuable guide for change leaders, CEOs, and practitioners on how to sustainably work with and change this important resource. It answers many of the major questions that have plagued culture work, such as: Why so many CEOs and management consultants preach culture change when so few culture interventions actually succeed Why CEOs persist in believing "culture starts at the top" when virtually no research in anthropology supports that claim Why most culture shaping approaches have no answer for how to affect culture in global companies Why culture doesn't cause us to do anything, yet we persist in believing that somehow it does Why so many culture-shaping projects focus on corporate values despite the fact modern science shows why changing personal values is exceedingly difficult What we are learning about culture from the last 30 years of cognitive science gives us the foundation for far more impactful and sustainable interventions than have been possible to date. This book explains why, showing how everyday business practices well beyond HR are key to culture change. Why? Because the brain's synaptic plasticity can only be altered through new sustained and widespread organizational habits and routines. This groundbreaking, practical guide will show you finally how to realize the full power of culture as a transformational, empowering, and competitive resource.

This impactful volume demonstrates the application and power of psychology and behavioural economics in the pursuit of quality and continuous improvement. It focusses on how the works of stalwarts such as Daniel Kahneman, Richard Thaler, Mihaly Csikszentmihalyi and many others can be used to build an organization that is known for quality products and flawless service delivery. The application of psychology and behavioural economics is still new to quality improvement, and in this book, Debashis Sarkar shares 25 lessons, featuring specific examples based on real life, that show how their application can increase the effectiveness of outcomes. Behavioural Science for Quality and Continuous Improvement: 25 Lessons from Psychology and Behavioural Economics is ideal for business improvement professionals of all hierarchies and across different functional areas and industries seeking to understand the potential of psychology and behavioural economics and their applications, as well as in training and executive development programmes and for scholars of operations management, quality management, and engineering.

1 1. 1 Introduction The (signal processing and storage) capacity ofthe human brain enables us to become powerful autonomous beings, but only if our brains operate in conjunction with (at least some of) our senses and muscles. Using these organs, we can interact with our environment, learn to adapt, and improve important aspects of our life. Similarly, the signal processing capabilities of modern electronics (computers) could be combined with electronic sensors and actuators to enable interaction with, and adaptation to, the (non-electrical) environment. This willlead to smarter and more powerful automated tools and machines. To facilitate and stimulate such a development, easy-to-use low-cost sensors are needed. The combination of electronic interface functions and a sensor in an integrated smart sensor, that provides a standard, digital, and bus-compatible output, would simplify the connection of sensors to standard electronic signal processors (microcontrollers, computers, etc. ). Currently, the calibration procedure, required for standardization of the sensor output signal level, contributes largely to the production costs of accurate sensors. To enable automation of the calibration procedure, and hence reduce the sensor fabrication costs, a digital calibrationjunction should be included in the smart sensor. INTEGRATED SMART SENSORS: Design and Calibration Introduction 1. 2 Sensors and actuators In industry many processes are electronically controlled. As depicted in Fig.

Large corporations must become far more agile in implementing new products and new business models. The pace of technology change, the blurring of industry boundaries, and the agility and resources of startups in almost every industry segment demand it. Many companies have begun to adopt the principles of Lean Startup in order to increase the pace and agility of their innovation initiatives, but most have had limited success in doing so. Although the principles seem intuitive and straightforward, there are challenges to using them inside an existing company, especially in a manufacturing environment. The biggest requirements, beyond those espoused for startups, are: Developing a business model for the new venture that not only works in the marketplace but also works within the constraints of the corporation Managing the conflicts that inevitably arise with the current operating business; every business that has operated over decades has well-established ways of doing things that may not fit the required pace and flexibility required of a new venture Conducting business experiments with physical goods as well as with software offerings Managing the risk of investing in a new domain for executives that are used to investing where the risks are more clearly understood This book describes a systematic approach for implementing Lean Startup in large organizations. It builds on the principles of Lean Startup and adds additional practices required to manage the realities of the corporate context. The book describes how it is done, with examples from practice in companies that have successfully used the methods. It complements Lean Startup methods with elements of corporate innovation practices developed by leading academics and practitioners. It brings these practices together for the first time in a practical and integrated way.

This impactful volume demonstrates the application and power of psychology and behavioural economics in the pursuit of quality and continuous improvement. It focusses on how the works of stalwarts such as Daniel Kahneman, Richard Thaler, Mihaly Csikszentmihalyi and many others can be used to build an organization that is known for quality products and flawless service delivery. The application of psychology and behavioural economics is still new to quality improvement, and in this book, Debashis Sarkar shares 25 lessons, featuring specific examples based on real life, that show how their application can increase the effectiveness of outcomes. Behavioural Science for Quality and Continuous Improvement: 25 Lessons from Psychology and Behavioural Economics is ideal for business improvement professionals of all hierarchies and across different functional areas and industries seeking to understand the potential of psychology and behavioural economics and their applications, as well as in training and executive development programmes and for scholars of operations management, quality management, and engineering.

This book covers a wide range of topics relating to carbon nanomaterials, from synthesis and functionalization to applications in advanced biomedical devices and systems. As they possess unique and attractive chemical, physical, optical, and even magnetic properties for various applications, considerable effort has been made to employ carbon nanomaterials (e.g., fullerenes, carbon nanotubes, graphene, nanodiamond) as new materials for the development of novel biomedical tools, such as diagnostic sensors, imaging agents, and drug/gene delivery systems for both diagnostics and clinical treatment. Tremendous progress has been made and the scattered literature continues to grow rapidly. With chapters by world-renowned experts providing an overview of the state of the science as well as an understanding of the challenges that lie ahead, Carbon Nanomaterials for Biomedical Applications is essential reading not only for experienced scientists and engineers in biomedical and nanomaterials areas, but also for graduate students and advanced undergraduates in materials science and engineering, chemistry, and biology.

Unique selling point: * Based on years of personal leadership and mentoring experience Core audience: * Emergency workers and business leaders are the primary market. Place in the market: * Will help people to navigate personal leadership issues in the post-COVID world

The emergence of print in late fifteenth-century Italy gave a crucial new importance to the editors of texts, who could strongly influence the interpretation and status of texts by determining the form and context in which they would be read. Brian Richardson examines the Renaissance production, circulation and reception of texts by earlier writers including Dante, Petrarch, Boccaccio and Ariosto, as well as popular contemporary works of entertainment. In so doing he sheds light on the impact of the new printing and editing methods on Renaissance culture.

This book discusses risk management as it applies to problem-solving for simple, complex and wicked problems faced by policy creators and implementors, project managers and systems engineers in the context of policies, large engineering projects (LEPs), projects and systems. When applying systems thinking to risk management, it can be seen that risk management applies to almost every action taken in daily life. This book: Introduces the systems approach of integrating risk management into policy creation and implementation, project management and systems engineering, such as the risk framework and the Firm Fixed Price (FFP) contract with penalties and bonuses. Introduces a number of out-of-the box concepts building on the application of the systems thinking tools in the system thinker's toolbox. Points out that integrating risk management into policy and project management and systems engineering is just good management and engineering practice. Discusses the flow of risk in a policy from creation through implementation via LEPs and simpler projects, identifying where risks arise and where they should be dealt with. Presents the risks in the relationship between policy creation, implementation, project management and systems engineering. Discusses risks throughout the policy implementation process and shows how the nature of risks changes from political to financial to technological as implementation proceeds. Discusses managing complexity and specifies the minimum number of elements in a system for it to be defined as, and managed as, complex. Points out that in most instances the traditionally ignored major implementation risk is that of poor performance by personnel. Shows how to proactively incorporate prevention into planning in order to prevent risks, as well as how to mitigate them when they occur.

The author has spent approximately 50 years in the field of systems engineering. This Focus book provides a "looking back" at his 50-year run and the lessons he learned and would like to share with other engineers, so they can use these lessons in their day-to-day work in systems engineering and related fields. The book is written from a systems engineering perspective. It offers 50 lessons learned working for a variety of different companies, which can be used across many other engineering fields. The book will be of interested to students and engineers across many fields, as well as students and engineers working in business and management fields.

Now back in print, this life of George Eastman is the first biography since 1930 of the man who transformed the world of photography. In this revealing and informative work, Brayer shows us how such key innovations as roll film and the light, hand-held camera helped the Eastman Kodak Company dominate the world market. More importantly, Brayer draws a vivid portrait of the man behind the money. Eastman worked hard at staying out of the limelight and even insisted that his donations be kept anonymous, prompting the Boston Globe to call him "America's most modest and least-known millionaire." Despite his retirement in 1925, Eastman showed little sign of slowing down. Making money had been interesting, but putting money to work became more so. In the 1920s he designed a special camera for use in orthodontia and established elaborate dental clinics for needy children around the world. He oversaw the building of the Eastman theatre and the Eastman School of Music. His contributions built a new campus for the Massachusetts Institute of Technology and a new medical school for the University of Rochester. Finally, he became the largest contributor to the education of African Americans during the 1920s and the Tuskegee Institute's most important benefactor. Elizabeth Brayer lives in Rochester, NY. For the past 18 years she has served on both the George Eastman Legacy and the Landscape committees at the George Eastman House, International Museum of Photography and Film. She writes about the history of central and Western New York State. George Eastman: A Biography was nominated for a Pulitzer Prize in 1996.

Included in this topical bibliography are 1,060 citations of books, theses, articles, and library, exhibit, and sales catalogs in English, French, German, Italian, Spanish, and other languages. Topics include reference works, printers' manuals, machinery and materials, printers' marks, and a general history of book printing. Special attention is given to the printing of books in mathematics, medicine, music, religion, and science. Three separate sections cover Hebrew printing, maps, and forgery and fictitious imprints. Additional annotations for certain entries provide information on editions, special features, and other sources of information. Two classified checklists, supplementing the main bibliography, contain a selection of articles on writing, calligraphy, and typography. An author index includes authors, editors, revisers, and writers of annotations and introductions. A subject index provides access to information on the titles and annotations. Cross references facilitate the use of the indexes.

Continuous improvements in machining practices have created opportunities for businesses to develop more streamlined processes. This not only leads to higher success in day-to-day production, but also increases the overall success of businesses. Non-Conventional Machining in Modern Manufacturing Systems provides emerging research exploring the theoretical and practical aspects of technological advancements in industrial environments and applications in manufacturing. Featuring coverage on a broad range of topics such as optimization techniques, electrical discharge machining, and hot machining, this book is ideally designed for business managers, engineers, business professionals, researchers, and academicians seeking current research on non-conventional and technologically advanced machining processes.

This book provides a comprehensive look at four driving philosophies of lean methodology that many companies struggle to understand. Companies often adopt lean methodologies and work hard to perfect the use of those methods while never understanding the true intent of the method. Ultimately, knowledge does not equal understanding. "Customer First" is about each manufacturing process sending the next manufacturing process a high-quality defect-free product every time. When people hear the word "customer," their mindset is thinking about the end user, but when a company understands that every process has a customer, a high-quality product is produced at each stage of the manufacturing process. As kids, most of us grew up hearing the phrase "respect your elders," and while this still applies, respect for people has additional and stronger connotations. In business, the work content must fit the capacity - in lay terms, a fair day's work for a fair wage. Setting up our colleagues for failure by giving them more work content than can be completed is not showing them respect, and in essence, it is simply disrespectful. In addition, respect is how we develop and engage our colleagues in their daily work. The idea "Go and See" is often overlooked because we know the process in which the problem exists, but if we evaluate what is actually happening, we generally find that what "should be" happening isn't. As people view what is happening, questions will come to mind: how does the operator know to do that? Does the standard work give that knowledge? These questions lead to giving clarity about the problem and will drive the thinking to a solution. Business in general is dynamic and ever changing. Companies must be able to adapt, overcome, and improvise to remain competitive. The challenge is identifying where to target or how to develop a continuous improvement culture in the workforce to drive improvement. Companies get stuck in the mindset of "this is how we have always done it" and this mindset can be a very limiting or even crippling situation. The Four Philosophies of Lean: Maintaining a Customer-Focused Culture Every Day at Work helps readers change mindsets and solve difficult situations.

This book focuses on the implementation of Hoshin Kanri. It is a response to most books on strategic planning that tend to downplay the implementation and only describe the fully implemented planning process. The power of this book originates from a project in which a team of five professionals over a period of three years implemented Hoshin Kanri in 14 companies; results were drawn from 130 workshops with leadership teams. The project team subsequently ran several accelerators inside large and small companies as well as public institutions. All these experiences together form the implementation focus of the book. Moreover, the organization of the book mirrors the message of its scientific thinking, which is also the basic principle of Hoshin Kanri: Chapter 1 focuses on the basic analysis-Is Hoshin Kanri something for your organization? Chapter 2 addresses the ambition-What is the vision for strategy work in your organization? Chapter 3 presents the conditions needed for effective strategic work. Chapter 4 discusses the choice of implementation strategy and your role as the change agent. Chapter 5 describes how Hoshin Kanri works when implemented. Chapter 6 addresses coaching/mentoring and the Kata philosophy. Chapter 7 presents important analytical tools. Appendix 1 describes the journey made by a medium-sized construction company. Essentially, this book describes in a concrete and structured way how you-the change agent-can use Hoshin Kanri in your organization to tackle large and complex challenges.

This book focuses on the implementation of Hoshin Kanri. It is a response to most books on strategic planning that tend to downplay the implementation and only describe the fully implemented planning process. The power of this book originates from a project in which a team of five professionals over a period of three years implemented Hoshin Kanri in 14 companies; results were drawn from 130 workshops with leadership teams. The project team subsequently ran several accelerators inside large and small companies as well as public institutions. All these experiences together form the implementation focus of the book. Moreover, the organization of the book mirrors the message of its scientific thinking, which is also the basic principle of Hoshin Kanri: Chapter 1 focuses on the basic analysis-Is Hoshin Kanri something for your organization? Chapter 2 addresses the ambition-What is the vision for strategy work in your organization? Chapter 3 presents the conditions needed for effective strategic work. Chapter 4 discusses the choice of implementation strategy and your role as the change agent. Chapter 5 describes how Hoshin Kanri works when implemented. Chapter 6 addresses coaching/mentoring and the Kata philosophy. Chapter 7 presents important analytical tools. Appendix 1 describes the journey made by a medium-sized construction company. Essentially, this book describes in a concrete and structured way how you-the change agent-can use Hoshin Kanri in your organization to tackle large and complex challenges.

Focuses on leader standard work and standard work Demonstrates the use of Lean tools including visual controls, Gemba walks, kanban, 5S and more Discusses why a Lean philosophy is so important in conjunction with using Lean tools Outlines the need for whiteboards vs. computers Includes real-life implementaitons and results

This book provides a comprehensive look at four driving philosophies of lean methodology that many companies struggle to understand. Companies often adopt lean methodologies and work hard to perfect the use of those methods while never understanding the true intent of the method. Ultimately, knowledge does not equal understanding. "Customer First" is about each manufacturing process sending the next manufacturing process a high-quality defect-free product every time. When people hear the word "customer," their mindset is thinking about the end user, but when a company understands that every process has a customer, a high-quality product is produced at each stage of the manufacturing process. As kids, most of us grew up hearing the phrase "respect your elders," and while this still applies, respect for people has additional and stronger connotations. In business, the work content must fit the capacity - in lay terms, a fair day's work for a fair wage. Setting up our colleagues for failure by giving them more work content than can be completed is not showing them respect, and in essence, it is simply disrespectful. In addition, respect is how we develop and engage our colleagues in their daily work. The idea "Go and See" is often overlooked because we know the process in which the problem exists, but if we evaluate what is actually happening, we generally find that what "should be" happening isn't. As people view what is happening, questions will come to mind: how does the operator know to do that? Does the standard work give that knowledge? These questions lead to giving clarity about the problem and will drive the thinking to a solution. Business in general is dynamic and ever changing. Companies must be able to adapt, overcome, and improvise to remain competitive. The challenge is identifying where to target or how to develop a continuous improvement culture in the workforce to drive improvement. Companies get stuck in the mindset of "this is how we have always done it" and this mindset can be a very limiting or even crippling situation. The Four Philosophies of Lean: Maintaining a Customer-Focused Culture Every Day at Work helps readers change mindsets and solve difficult situations.