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A common issue facing small and medium-sized business (SMB) manufacturers today is how to increase revenue and grow their business without significantly adding staff. With larger firms able to compete by drawing upon greater financial resources, and often times able to simply apply more resources—including employees, equipment, contractors, and vendors to new initiatives—it leaves the SMB manufacturer at a distinct disadvantage. Most entrepreneurial or start-up manufacturers seek to grow within their means, avoiding the temptation of leveraging venture funding at the risk of losing control of their business. However, to successfully remain independent and grow organically, manufacturers must institute a lean business model for their industry that can maximize utilization and minimize overhead costs. Understandably, the impetus for starting a manufacturing business is typically focused on the delivery of a specific solution, (combined products and services), that fills a gap in a targeted marketplace. In addition to a “great idea,” manufacturers must have a vision beyond the products and services they deliver that encompasses how they will design, produce, and deliver their products to the market. Business owners should ask themselves questions such as: How can I develop and produce my products faster while maintaining quality standards? What are the business practices that will enable me to run my business as efficiently as possible? What percentage of my staff is directly contributing to product development, manufacturing, services delivery, or other value-added activities? How can I minimize non-value-added functions? What are the metrics I should be using to measure my businesses performance? How can I increase the rate of new product introductions? Do I know the costs and profits related to each of my products?