The Innovative Lean Enterprise Using the Principles of Lean to Create and Deliver Innovation to Customers For Business and Technical Professionals Anthony Sgroi, Jr Tai Lieu Chat Luong Endorsements “Tony Sgroi has developed an innovative approach to making marketing decisions on a Lean basis Everything is done to create value and eliminate waste He includes an interesting visual system for assessing and communicating the quality of any prospective marketing opportunity.” Philip Kotler S C Johnson & Son Distinguished Professor of International Marketing Kellogg School of Management, Northwestern University “Very rarely does a book get published that can make a huge difference to a business The Innovative Lean Enterprise is such a book The information within this book is a road map to Success Every business reaches a point where it has to innovate or perish Tony Sgroi has given you the secret to succeed By implementing each step Tony Sgroi has outlined in each chapter, you will create a building block for success I really wish I had this book when I was developing my 35 companies.” Ken Varga Author of How to Get Customers to Call, Buy & Beg for More! and 10 Marketing Mistakes That Steal Your Cash “Tony Sgroi has made an important contribution to the discipline of strategic planning By adapting the visual management tools of “Lean” to both define ‘the now’… AND envision new and innovative strategic futures, The Innovative Lean Enterprise makes it easy to discover and exploit unique competitive advantages for a brand, a division or a company!” Bryan Mattimore Co-Founder, The Growth Engine Company Author, Idea Stormers: How to Lead and Inspire Creative Breakthroughs “The topic of the book from Tony Sgroi is not only for people who are interested in starting a business, but also for any person involved in management of a business or government agency The composition is very clear, and his step-by-step of how-to-do portrayal assists the readers’ comprehension In addition, the numerous diagrams and graphs add to or enhance the meaning and provide a clear and attractive presentation to the reader In today’s economic and global downturn, Tony’s view on maximizing value while minimizing waste is essential to business and daily life.” Dr Henry C Lee Distinguished Chaired Professor, Forensic Science The Henry C Lee Institute of Forensic Science “The Innovative Lean Enterprise is a great resource for business and technical leaders and entrepreneurs! Tony has laid out his thoughtful insight in a manner that brings the full force of his over 20 years experience as an engineer, manager, and patent agent registered to practice before the United States Patent and Trademark Office to bear on the complex topic of developing a winning strategy As an intellectual property attorney and instructor on business and legal topics, it is my opinion that Tony masterfully melded together these components to help ensure the alignment of the strategies that support your business.” Ned McMahon Partner at Ohlandt, Greeley, Ruggiero & Perle, LLP “I found Tony Sgroi’s book very educational with graphic examples of how to move projects forward He explains how complicated decisions can be made by breaking them down into basic elements A must read for entrepreneurs of every field.” Don Gringer Chairman, Allway Tools “The Innovative Lean Enterprise is a vital resource for employees at all levels of your business It presents a unique strategy framework highlighted with engaging examples to demonstrate successful implementation and execution of your business plan.” Evan Anderson President, Allway Tools “The Innovative Lean Enterprise is an interesting perspective on the planning process Its approach is both easy to apply and beneficial A should read for anyone in any field of business.” Chris Mills President, North America Consumer Products BIC USA Inc “After reading Mr Tony Sgroi’s book The Innovative Lean Enterprise I was struck by the depth of information and knowledge Tony was able to deliver The book ties together marketing strategy, innovation and Lean product development concepts very nicely The information in the book is powerful and will be important reading for most types of business professionals including general managers, brand marketing executives, and R&D professionals I highly recommend reading The Innovative Lean Enterprise and believe it will be an important addition to any company’s training effort focused on delivering customer value and innovation in the marketplace.” Steve O’Brien Director, Global Human Resources Unger Global Companies The Innovative Lean Enterprise Using the Principles of Lean to Create and Deliver Innovation to Customers Anthony Sgroi, Jr CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2014 by Taylor & Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S Government works Version Date: 20130412 International Standard Book Number-13: 978-1-4822-0391-2 (eBook - PDF) This book contains information obtained from authentic and highly regarded sources Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint Except as permitted under U.S Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval system, without written permission from the publishers For permission to photocopy or use material electronically from this work, please access www.copyright.com (http:// www.copyright.com/) or contact the Copyright Clearance Center, Inc (CCC), 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400 CCC is a not-for-profit organization that provides licenses and registration for a variety of users For organizations that have been granted a photocopy license by the CCC, a separate system of payment has been arranged Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe Visit the Taylor & Francis Web site at http://www.taylorandfrancis.com and the CRC Press Web site at http://www.crcpress.com For my wife, Tammy, my daughter, Erica, and my son, Tony Contents Acknowledgments xiii Introduction xv  1 Visual Strategy First Parameter of Strategy Utility Emotion Second Parameter of Strategy Third Parameter of Strategy .4 Fourth Parameter of Strategy .5 Strategy Icon .7 Conclusion 16 Chapter Overviews 16 Chapter 2: Understanding the Current State 16 Chapter 3: Opportunity Identification .17 Chapter 4: Idea Generation 17 Chapter 5: Delivering Profitable Innovation to Targeted Customers 17 Chapter 6: Barriers to Imitation .17 Chapter 7: Applications of Graphical Strategy Tools .18 Chapter 8: Ranking Offerings 18 Chapter 9: Strategy Transformation Process 18 Chapter 10: Strategy Transformation Example 18 Chapter 11: Alignment and Position Statements 19  2 Understanding the Current State 21 2-D Perceptual Map 22 2-D Map 24 Utility Knife Industry .27 vii viii  ◾  Contents First Innovation: The Retractable Utility Knife 27 Second Innovation: Quick Blade Change 28 Third Innovation: Folding Utility Knives 28 Switchback Knife 29 Product Features: Lock-Back-Style Folding Utility Knives 30 Product Features: Folding Retractable Utility Knife with Blade Storage 31 Product Features: Fast-Open Gravity Utility Knife 31 Conclusion 39  3 Opportunity Identification .41 Must-Be Requirements .43 One-Dimensional Requirements .43 Attractive Requirements 44 Top Portion of Product Fulfillment Map 47 Acquisition 47 Product Use 47 Barriers to Use 48 Product Robustness 48 End of Life 49 Left-Side Portion of Product Fulfillment Map 49 Utility: Product Function Category 49 Risk: Category in Which Customers Seek Risk Avoidance .50 Simplicity or Convenience .50 Emotional Well-Being or Social Well-Being 51 Supports the Green Movement 51 Financial 52 Product Fulfillment Map Example 52 Opportunity Scores 56 Conclusion 61  4 Idea Generation 63 Internal Perspective Techniques 64 Surveys 65 Focus Groups 65 One-on-One Interview 66 Intercepts 66 Product User Testing 66 Customer Feedback and Complaints 67 Ethnographic Research 67 Contents  ◾  ix Idea Generation 67 Problem Solution Statement .68 Job Mapping .68 Internal Ideation Methods .70 Brain Writing 70 Brain Walking 70 Worst Idea 71 Patent Prompts 71 Picture Prompts 71 White Board Technique 72 External Perspective Techniques .72 Looking to Alternative Industries 73 Looking to Alternate Strategic Groups 76 Looking at Different Buyer Groups 78 Looking to Complementary Product and Service Offerings 83 Adding or Removing Functional or Emotional Characteristics .85 Identifying New Trends 89 Conclusion 92  5 Delivering Profitable Innovation to Targeted Customers 93 Utility 95 Emotion 95 Conclusion 113  6 Barriers to Imitation 115 Brand Power 116 Firm’s Knowledge 117 Customer Relationships 117 Supplier Relationships 118 High-Efficiency Operations 118 Skill of People 118 Processes 118 Technology and Money 119 Regulatory Pioneering 119 Economies of Scale 119 Switching Cost of the Consumer 120 Intellectual Property 121 Patents 121 Types of Patents .123 Patent Claims 125 20% 15% 10% 15% 15% 100% Download speed Sound quality Phone choices Available apps Dropped calls Sum Sum 5.00 1.00 5.00 6.00 4.00 3.00 Rating (0–10) 3.85 0.75 0.15 0.50 0.90 0.80 0.75 Sum 7.00 8.00 6.00 7.00 9.00 8.00 7.70 1.05 1.20 0.60 1.05 1.80 2.00 Sum 4.00 2.00 7.00 4.00 5.00 2.00 Weight Cellular Weight Cellular × Provider × Provider Rating Rating Rating (0–10) Figure A3.1  Absolute perceived benefit scores (From Anthony Sgroi Jr.) 25% Our Weights Company No of service towers Benefits (what customer gets) Rating (0–10) Rating (0–10) 3.70 0.60 0.30 0.70 0.60 1.00 0.50 Sum  6.00  9.00  8.00  8.00  9.00 10.00 8.55 0.90 1.35 0.80 1.20 1.80 2.50 Sum 1.00 4.00 2.00 5.00 3.00 2.00 2.80 0.15 0.60 0.20 0.75 0.60 0.50 Weight Cellular Weight Cellular Weight × Provider × Provider × Rating Rating Rating Rating (0–10) Appendix 3  ◾  243 40% 10% 100% Monthly cost Contract-lock Sum 1.50 8.50 Inverse 0.20 0.80 0.50 Sum 2.00 2.00 1.00 Rating (0–10) Inverse Sum 4.00 5.00 2.00 6.60 3.40 0.40 2.00 1.00 Inverse Sum 4.00 6.00 5.00 Weight Cellular Weight Cellular × Provider × Provider Rating Rating Rating (0–10) Figure A3.2  Absolute perceived price scores (From Anthony Sgroi Jr.) 50% Our Weights Company Acquisition cost Cost (what customer pays) Rating (0–10) 4.70 5.30 0.40 2.40 2.50 Weight × Rating Rating (0–10) Inverse Sum 1.00 0.25 0.25 9.68 0.33 0.10 0.10 0.13 Inverse Sum 9.00 9.00 10.00 0.50 9.50 0.90 3.60 5.00 Cellular Weight Cellular Weight Provider × Provider × Rating Rating Rating (0–10) 244  ◾  Appendix Appendix 3  ◾  245 example, a rating of 10 indicates the most optimum cost position, which is the lowest relative cost needed to be depicted on the 2-D weighted perceptual map In this example, we chose a scale for benefits and price to be in the range of 0–10 This convention would allow for a maximum possible absolute benefit and price score of 10 and a minimum of Therefore, the average offering price and benefit attribute would each have a rating of This is half of the chosen range of our scale and represents the middle average zone (absolute perceived benefit = and absolute perceived price = 5) Similarly, we can define a zone called the low-end zone, which can be in the benefit range of about to about for both absolute perceived benefits and price This can represent a target market seeking low value and low prices Finally, we can define a high-end zone in the benefit range of about to about This can represent a target market seeking high value at high prices This can also indicate benefits subjected to cost reductions In this case, companies may choose to maintain the same level of benefits or reduce the level and also reduce costs A final zone that represents low benefits at relatively high prices can be called the improvement zone This zone would require a transformation to shift the offering attributes to a more desired zone better aligned to target customers With the above analysis and discussions, we can create the 2-D weighted perceptual map This is depicted in Figure A3.3 From Figure A3.3, we can instantly make the following statements: ◾◾ Our company is in the improvement zone We offer low perceived benefits at a high-cost position We clearly need to modify our offerings ◾◾ Cellular provider is a high-end provider It offers high benefits at a relatively high cost to the customer However, it is still at a better cost position than our company for the better benefits ◾◾ Cellular provider should consider lowering its cost or improving its benefits to customers ◾◾ Cellular provider is also in the improvement zone It offers higher benefits at a slightly higher cost than us ◾◾ Cellular provider offers low benefits for a low price The above discussion serves as a basis to either improve our offerings or optimize the understanding of our offerings For example, it is quite possible that we have better than scored benefits, as customers may not understand the true value we offer Nevertheless, there is work to 246  ◾  Appendix Improvement Zone 2D Weighted Perceptual Map 10 High End and Cost Reduction Zone Absolute Customer Perceived Price Average Value Line Our Company Cellular Provider #2 Cellular Provider #3 Cellular Provider #4 Cellular Provider #5 Optimum Benefit and Cost Zone 0 10 –1 Low End Zone Absolute Customer Perceived Benefits Figure A3.3  Two-dimensional weighted perceptual map (From Anthony Sgroi Jr.) Our fictitious example continues with the following modifications to our strategy First, we did not properly communicate the fact that we have built and acquired a series of new towers Therefore, upon a quick analysis, our rating (on a comparative basis) for number of service towers should be instead of This should directly affect the download speed and the number of dropped calls Upon analysis, we are able to determine that the download speed will increase to a rating of from Also, the added towers will boost our rating to minimizing the dropped calls to from We have also improved the sound quality and can rate this attribute as a from a rating In terms of cost, we have successfully cost reduced our way of doing business Therefore, we are now competitive on all three cost attributes We can run the new ratings through an updated analysis and map the results Figure A3.4 illustrates the absolute perceived benefit scores for each company based on the new ratings for our company For the updated price attribute ratings, Figure A3.5 illustrates the resultant absolute perceived price Rating (0–10) Rating (0–10) 20% 15% 10% 15% 15% 100% Download speed Sound quality Phone choices Available apps Dropped calls Sum Sum 9.00 1.00 5.00 9.00 7.00 8.00 6.75 1.35 0.15 0.50 1.35 1.40 2.00 Sum 7.00 8.00 6.00 7.00 9.00 8.00 7.70 1.05 1.20 0.60 1.05 1.80 2.00 Sum 4.00 2.00 7.00 4.00 5.00 2.00 Rating (0–10) Rating (0–10) 3.70 0.60 0.30 0.70 0.60 1.00 0.50 Sum  6.00  9.00  8.00  8.00  9.00 10.00 8.55 0.90 1.35 0.80 1.20 1.80 2.50 Sum 1.00 4.00 2.00 5.00 3.00 2.00 2.80 0.15 0.60 0.20 0.75 0.60 0.50 Weight Cellular Weight Cellular Weight × Provider × Provider × Rating Rating Rating Figure A3.4  Revised absolute perceived benefit scores (From Anthony Sgroi Jr.) 25% Weight Cellular Weight Cellular Our × Provider × Provider Weights Company Rating Rating No of service towers Benefits (what customer gets) Rating (0–10) Appendix 3  ◾  247 40% 10% 100% Monthly cost Contract-lock Sum 5.70 4.30 Inverse 0.40 2.80 2.50 Sum 4.00 7.00 5.00 Rating (0–10) Inverse Sum 4.00 5.00 2.00 6.60 3.40 0.40 2.00 1.00 Inverse Sum 4.00 6.00 5.00 Cellular Weight Cellular Provider × Provider Rating Rating (0–10) Figure A3.5  Revised absolute perceived price scores (From Anthony Sgroi Jr.) 50% Weight Our × Weights Company Rating Acquisition cost Cost (what customer pays) Rating (0–10) 4.70 5.30 0.40 2.40 2.50 Weight × Rating Rating (0–10) Inverse Sum 1.00 0.25 0.25 9.68 0.33 0.10 0.10 0.13 Inverse Sum  9.00  9.00 10.00 0.50 9.50 0.90 3.60 5.00 Cellular Weight Cellular Weight Provider × Provider × Rating Rating Rating (0–10) 248  ◾  Appendix Appendix 3  ◾  249 scores based on our updated ratings Finally, Figure A3.6 illustrates the updated 2-D weighted perceptual map Based on the analysis, we can immediately verify that our company is now in the optimum benefit and cost zone We can also verify that we are in a unique position in the marketplace Our nearest competitors are cellular providers and In terms of cellular provider 3, it is in the improvement zone and currently is not a threat Cellular provider has an incremental improvement of benefits, but at a higher cost Therefore, the lower prices we are offering to customers should drive sales Conclusion This discussion used an absolute scoring convention to gage offering attributes More specifically, this analysis allowed for the determination of benefits and cost considerations in view of the customer This can help to directly gage the benefit parameter of the strategy icon It can also indirectly help to understand the cost position of the strategy icon by working with profit calculations based on the desired prices customers are willing to pay The map can depict a unique position in the marketplace, as verified in Figure A3.6 This can lead to a better understanding of market opportunities, coupled with opportunity scores obtained from importance and satisfaction data Finally, the price preferences obtained from this analysis can help companies place the appropriate pricing levels on the visual strategy map for comparisons 250  ◾  Appendix Improvement Zone 2D Weighted Perceptual Map 10 High End and Cost Reduction Zone Absolute Customer Perceived Price Average Value Line Our Company Cellular Provider #2 Cellular Provider #3 Cellular Provider #4 Cellular Provider #5 Optimum Benefit and Cost Zone 0 10 –1 Low End Zone Absolute Customer Perceived Benefits Figure A3.6  Revised 2-D weighted perceptual map (From Anthony Sgroi Jr.) Notes Introduction Allen C Ward, Lean Product and Process Development, Lean Enterprise Institute, September 2009 For a detailed discussion of the many parts of Lean briefly described, see Allen C Ward, Lean Product and Process Development, Lean Enterprise Institute, September 2009 Chapter For more information about 2-D maps, see discussions about the strategy canvas by W Chan Kim and Renee Mauborgne, Blue Ocean Strategy, Harvard Business School Press, 2005 Chapter For a detailed discussion of customer satisfaction in relation to offering requirements, see the paper by Elmar Sauerwein, Franz Bailom, Kurt Matzler, and Hans H Hinterhuber, “The Kano Model: How to Delight Your Customers,” Preprints Volume I of the IX International Working Seminar on Production Economics, Department of Management, University of Innsbruck, February 1996 The product fulfillment map is adapted from the buyer utility map in W Chan Kim and Renee Mauborgne, Blue Ocean Strategy, Harvard Business School Press, 2005 For more discussions on desired outcomes, jobs, and constraints, see Anthony Ulwick, What Customers Want: Using Outcome-Driven Innovation to Create Breakthrough Products and Services, McGraw-Hill, 2005 251 252  ◾  Notes The opportunity scores in this book are numerical calculations of market gaps, and the format is adapted from the opportunity algorithm The opportunity algorithm allows for various market conditions to be mapped For more on this topic, see Anthony Ulwick, What Customers Want: Using OutcomeDriven Innovation to Create Breakthrough Products and Services, McGrawHill, 2005 Chapter See Pam Hunter, Choosing the Best Method for Listening to the Customer, www.isixsigma.com See Ronald D Slusky, Invention Analysis and Claiming: A Patent Lawyer’s Guide, ABA Publishing, 2007 See Anthony Ulwick, What Customers Want: Using Outcome-Driven Innovation to Create Breakthrough Products and Services, McGraw-Hill, 2005 See Bryan W Mattimore, Idea Stormers, Jossey-Bass, 2012 The concepts of the external perspective approach to idea generation are adapted from the six paths framework in W Chan Kim and Renee Mauborgne, Blue Ocean Strategy, Harvard Business School Press, 2005 Example adapted from a case study searched on the Internet and from the company website during the time of the writing See LifeSync case study, http://www.dcontinuum.com/seoul/portfolio/11/231/02.GMP-LifeSync Wireless medical device uses Bluetooth technology See also http://www.lifesynccorp.com/about/corporate-overview.html Example taken from a case study searched on the Internet during the time of the writing See Master Lock case study, http://www.dcontinuum.com/seoul/ portfolio/11/228/07.Master Lock-Padlock Innovation Strategy See www.authenticwatches.com (Rolex watches) Chapter http://www.businessdictionary.com See Elliott Ettenberg, The Next Economy, McGraw-Hill, 2002 For more on this topic, see James A Brickley, Clifford W Smith, Jerold L Zimmerman, Managerial Economics and Organizational Architecture, 3rd edition, McGraw Hill, 2004 This Q × P profit model concept and the associated graphs (Figures 5.3 through Figure 5.6) were authored by Tom Giordiano and taught to this author in a marketing management class in an executive MBA program at the University of New Haven, West Haven, Connecticut, in 2007 This is presented by permission Notes  ◾  253 This ATAR analysis model was taught to this author in a marketing management class in an executive MBA program at the University of New Haven, West Haven Connecticut, in 2007 It is presented by permission See Anthony Ulwick, What Customers Want: Using Outcome-Driven Innovation to Create Breakthrough Products and Services, McGraw-Hill, 2005 Chapter Author’s recollection and experience with the brand Also see www.heinz.com Chapter Adapted from Erica Olsen, Strategic Planning for Dummies, Wiley Publishing, 2007 Adapted from http://www.balancedscorecard.org/BSCResources/ AbouttheBalancedScorecard/tabid/55/Default.aspx See also Robert S Kaplan and David P Norton, “Using the Balanced Scorecard as a Strategic Management System,” Harvard Business Review, January–February 1996, 76 See Clayton M Christensen and Michael E Raynor, The Innovator’s Solution, Harvard Business School Press, 2003 Chapter Figure 8.1 is adapted from Elmar Sauerwein, Franz Bailom, Kurt Matzler, and Hans H Hinterhuber, “The Kano Model: How to Delight Your Customers,” Preprints Volume I of the IX International Working Seminar on Production Economics, Department of Management, University of Innsbruck, February 1996 Figure 8.2 is adapted from Elmar Sauerwein, Franz Bailom, Kurt Matzler, and Hans H Hinterhuber, “The Kano Model: How to Delight Your Customers,” Preprints Volume I of the IX International Working Seminar on Production Economics, Department of Management, University of Innsbruck, February 1996 Figure 8.3 is adapted from Elmar Sauerwein, Franz Bailom, Kurt Matzler, and Hans H Hinterhuber, “The Kano Model: How to Delight Your Customers,” Preprints Volume I of the IX International Working Seminar on Production Economics, Department of Management, University of Innsbruck, February 1996 The ski example up to Figure 8.6 is adapted from Elmar Sauerwein, Franz Bailom, Kurt Matzler, and Hans H Hinterhuber, “The Kano Model: How to Delight Your Customers,” Preprints Volume I of the IX International Working Seminar on Production Economics, Department of Management, University of Innsbruck, February 1996 254  ◾  Notes Adapted from Elmar Sauerwein, Franz Bailom, Kurt Matzler, and Hans H Hinterhuber, “The Kano Model: How to Delight Your Customers,” Preprints Volume I of the IX International Working Seminar on Production Economics, Department of Management, University of Innsbruck, February 1996 Chapter 10 Case study adapted from Sumi N Cate, David Pilosof, Richard Tait, and Robin Karol, “The Story of Clorox Green Works™,” PDMA Visions Magazine, March 2009 Chapter 11 See www.ikea.com Taken from Ikea’s business idea; see www.ikea.com See also http://www samples-help.org.uk/mission-statements/ikea-vision-statement.htm See www.ikea.com Adapted from Jim Collins, Good to Great, HarperCollins Publishers, 2001 See Michael Treacy and Fred Wiersema, The Discipline of Market Leaders, Basic Books, 1995 Appendix 1 Matthew L Wald, “Plane Crew Is Credited for Nimble Reaction, New York Times, January 15, 2009 Appendix Bradley T Gale, Managing Customer Value: Creating Quality and Service That Customers Can See, Free Press, 1994 See also www.cval.com About the Author Anthony Sgroi Jr is a broadly experienced innovative thinker with a rare combination and proven track record in the disciplines related to customer fulfillment Mr Sgroi is highly experienced in the fields of engineering, manufacturing, and law, with a strong understanding of marketing and business strategy He has considerable experience in defining value-added customer offerings utilizing the principles of Lean product development Mr Sgroi has worked for many well-known companies in the areas of product development Mr Sgroi has developed a multitude of products that are currently on the market today Mr Sgroi began his career in the areas of product design and procurement After successfully launching several products, Mr Sgroi decided to broaden his skill set by studying business, where he acquired a strong interest in marketing and strategy This understanding allowed him to better contribute across the various disciplines of business Understanding the level of importance and to further differentiate himself, Mr Sgroi successfully passed the patent bar, where he is admitted to practice before the U.S Patent and Trademark Office regarding patent matters Mr Sgroi is the holder of 40 patents with an additional 30 pending in the areas of compressed butane lighters, hydrogen generating devices for fuel cells, and various inventions related to cleaning tools Mr Sgroi has several forms of hands-on experience and multiple degrees His degrees are in physics, and mechanical engineering, where he graduated magna cum laude He also has a master’s in business administration Mr Sgroi resides in Wallingford, Connecticut, with his wife of 21 years and their two children 255 256  ◾  About the Author Mr Sgroi can be contacted at  HYPERLINK “mailto:innovative.lean.enterprise@gmail.com” \t “_blank” innovative.lean.enterprise@gmail.com Business Management / Lean Methods & Implementation Tony Sgroi has developed an innovative approach to making marketing decisions on a Lean basis He includes an interesting visual system for assessing and communicating the quality of any prospective marketing opportunity —Philip Kotler, Kellogg School of Management, Northwestern University The Innovative Lean Enterprise is an interesting perspective on the planning process Its approach is both easy to apply and beneficial A should-read for anyone in any field of business —Chris Mills, President, North America Consumer Products, BIC USA Inc Very rarely does a book get published that can make a huge difference to a business The Innovative Lean Enterprise is such a book The information within this book is a road map to success Every business reaches a point where they have to innovate or perish Tony Sgroi has given you the secret to succeed By implementing each step Tony Sgroi has outlined in each chapter, you will create a building block for success —Ken Varga, author of How to Get Customers to Call, Buy & Beg for More! The topic of the book from Tony Sgroi is not only for people who are interested in starting a business, but also for any person involved in management of a business or government agency The composition is very clear, and his step-by-step of how-to-do portrayal assists the readers’ comprehension the numerous diagrams and graphs add to or enhance the meaning and provide a clear and attractive presentation to the reader —Dr Henry C Lee, Distinguished Chaired Professor, The Henry C Lee Institute of Forensic Science Tony Sgroi has made an important contribution to the discipline of strategic planning The Innovative Lean Enterprise makes it easy to discover and exploit a unique competitive advantage for a brand, a division, or a company! —Bryan Mattimore, Author of Idea Stormers: How to Lead and Inspire Creative Breakthroughs Explaining how to use Lean principles to drive innovation and strategic portfolio planning, The Innovative Lean Enterprise: Using the Principles of Lean to Create and Deliver Innovation to Customers outlines simple, yet powerful, visual Lean tools that can enhance idea generation and product development in your organization It discusses customer value in the form of the benefits your customer’s desires and walks you through the processes of using Lean techniques to effectively evaluate the quality of any prospective marketing opportunity The book includes easy-to-follow examples from a variety of industries, including healthcare, to help you develop the understanding required to achieve a competitive advantage for your brand, division, or company through Lean K21339 an informa business www.crcpress.com 6000 Broken Sound Parkway, NW Suite 300, Boca Raton, FL 33487 711 Third Avenue New York, NY 10017 Park Square, Milton Park Abingdon, Oxon OX14 4RN, UK ISBN: 978-1-4822-0390-5 90000 781482 203905 w w w p r o d u c t i v i t y p r e s s c o m