This book contains methods to help managers and supervisors create a high-performing workplace. The methods and techniques include operations management practices from the science of Industrial Engineering, Lean, and the Toyota Production System. With a stable work environment, a manager can focus on implementing rapid process improvements to enhance performance outcomes. A process-oriented organization requires high compliance and reliance on the process to deliver desired performance outcomes. Chapter 1 provides the framework for process stability when implementing a product-service line or enhancing an operation. This chapter helps managers view an organization as a system and show how process compliance can deliver operational safety, quality, delivery, and cost metrics. Managers can't do all the work to create a stable work environment. Chapter 2 outlines the basic concept of rapid small improvements involving everyone in the organization. This sets the tone for adopting the continuous improvement process as part of the organizational process and culture. Chapter 3 describes the process of linking strategic goals to each department and individual in the organization. It also describes the organization-wide communication structure to monitor performance, identify areas requiring assistance, and provide resources to resolve performance issues. A common goal defines purpose and the reliance of an organization for people to work together across all departments. Chapter 4 explains the Plan-Do-Check-Act (PDCA) cycle as a simple and effective process for continuous performance improvement. The PDCA cycle provides a structured approach to prepare a work center to collect data, review the results, identify performance variations, and implement targeted corrective action. 5S is not about cleaning and organizing. Chapter 5 explains why most organizations get it wrong implementing 5S. See how 5S can help communicate process standards with minimal procedure writing and training. Every initiative in an organization must have purpose to achieve organizational success. Process improvement initiatives must be part of a strategic plan. Chapter 6 explains the process of developing a strategic plan including resource analysis, market analysis, SWOT analysis, objective development, strategy development, and the identification of necessary initiatives. Procedure writing can be cumbersome a painful experience. Unlike conventional methods, Chapter 7 presents a simple and effective approach. The method utilizes (1) process flow charts, (2) an outline approach for listing detailed requirements, and (3) listing of responsibility for each main step. It also explains the strategic-cascade approach linking all SOPs from the strategic, tactical, and operational levels. When organizations focus on the process to drive performance outcomes, they will need a performance dashboard to identify areas for improvement. Chapter 8 will help managers identify key performance metrics for every department and team in the organization. This chapter presents the strategic-cascade approach linking financial and strategic performance metrics to every department and team.