A company can invest in a new machine, only to discover that the real problem was the process and the way it was run. When should the company go ahead and make the investment? When should it give up? How long should it continue trying to fix an existing process? More importantly, how should it work with an existing process to maximize the results, minimizing the need for new capital investment? Corning Inc. has developed a systematic approach to process improvement that addresses the above questions.