How do I answer this question; Bill Peterson has spent the past three decades working in the aviation sector's MRO (maintenance, repair, and overhaul) sector. Using tools for continuous improvement like "lean management" and "six sigma," Mr. Peterson has led a change in organizational culture and processes throughout these assignments. As an introduction, Peterson starts strong with the inventories and explains our "inner needs to have a high utilization rate," If we worked every minute, we could be more productive. Still, overuse is neither practical nor in line with a person's full potential. He follows with transportation, waiting, defects, overprocessing, and over-production?