Breyfogle described process improvement using a refinishing-furniture analogy, where the furniture’s appearance relates to how well the organization is performing in total revenue and profitability. “What typically happens in all the above process improvement efforts are a polish-the-handle then sand-a-leg, and then sand-a-side of the furniture approach,” he added. “With this approach, we can expend a lot of effort and the furniture still does not look good.” As a result, his organization developed an “Integrated Enterprise Excellence” system that uses “Define, Measure, Analyze, Improve and Control” as the benchmarks starting with a performance improvement metric at the 30,000-foot-level that creates individual process improvement projects.