The process of designing lenses is both an art and a science. While advancements in the field over the past two centuries have done much to transform it from the former category to the latter, much of the lens design process remains encapsulated in the experience and knowledge of industry veterans. This SPIE Field Guide provides a working reference for practicing physicists, engineers, and scientists for deciphering the nuances of basic lens design. The book begins with an outline of the general process before delving into aberrations, basic lens design forms, and optimisation. An entire section is devoted to techniques for improving lens performance. Sections on tolerancing, stray light, and optical systems are followed by an appendix covering related topics such as optical materials, non-imaging concepts, designing for sampled imaging, and ray tracing fundamentals.

Many managers are frustrated by a bewildering array of advice about what works in the workplace. This volume contributes to a growing consensus about effective workplace practices. The collection combines detailed studies of single industries (automobile assembly, apparel, and machine tools) with cross-industry studies of financial performance. Compared to most past investigations, the research here has better measures of both workplace practices and organizational performance. The contributors find that systems of innovative human resource management practices can have large effects on business performance. Success does not come from any single innovation, but from a coherent system encompassing pay, training, and employee involvement. Although a majority of contemporary US businesses now have adopted some innovative work practices, only a small percentage of businesses have adopted a coherent new system. A concluding chapter outlines barriers to diffusion and discusses public policies to remove barriers and enhance dissemination of effective management.

This volume contributes to a growing consensus about effective workplace practices. The collection combines detailed studies of single industries (automobile assembly, apparel, and machine tools) with cross-industry studies of financial performance. Compared to most past investigations, the research here has better measures of both workplace practices and organizational performance. The contributors find that systems of innovative human resource management practices can have large effects on business performance. Success does not come from any single innovation, but from a coherent system encompassing pay, training, and employee involvement.