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Troubleshooting: Troubleshooting is a form of problem solving, often applied to repair failed products or processes on a machine or a system. It is a logical, systematic search for the source of a problem in order to solve it, and make the product or process operational again. Troubleshooting is needed to identify the symptoms. Determining the most likely cause is a process of elimination—eliminating potential causes of a problem. Finally, troubleshooting requires confirmation that the solution restores the product or process to its working state. In general, troubleshooting is the identification or diagnosis of "trouble" in the management flow of a system caused by a failure of some kind. The problem is initially described as symptoms of malfunction, and troubleshooting is the process of determining and remedying the causes of these symptoms. A system can be described in terms of its expected, desired or intended behavior (usually, for artificial systems, its purpose). Events or inputs to the system are expected to generate specific results or outputs. (For example, selecting the "print" option from various computer applications is intended to result in a hardcopy emerging from some specific device). Any unexpected or undesirable behavior is a symptom. Troubleshooting is the process of isolating the specific cause or causes of the symptom. Frequently the symptom is a failure of the product or process to produce any results. (Nothing was printed, for example). Corrective action can then be taken to prevent further failures of a similar kind.

Continuous Improvement: A continual improvement process, also often called a continuous improvement process (abbreviated as CIP or CI), is an ongoing effort to improve products, services, or processes. These efforts can seek "incremental" improvement over time or "breakthrough" improvement all at once. Delivery (customer valued) processes are constantly evaluated and improved in the light of their efficiency, effectiveness and flexibility. Some see CIPs as a meta-process for most management systems (such as business process management, quality management, project management, and program management). W. Edwards Deming, a pioneer of the field, saw it as part of the 'system' whereby feedback from the process and customer were evaluated against organisational goals. The fact that it can be called a management process does not mean that it needs to be executed by 'management'; but rather merely that it makes decisions about the implementation of the delivery process and the design of the delivery process itself.

Futures: Futures are derivative financial contracts obligating the buyer to purchase an asset or the seller to sell an asset at a predetermined future date and set price.