Every part every interval, also known as EPEI or EPEx, represents the frequency that different parts are produced or services provided within a fixed repeating schedule. This fixed repeating schedule is often graphically portrayed, for training purposes and as a scheduling visual control, as a wheel, with the different products represented by alphas (A, B, C) and the wheel indexed clockwise to follow the intended sequence.

Unless you’re 3 years old, you probably can’t have things just the way you want them all the time. You can’t always have peanut butter and ranch dressing on your toast. Or ketchup on your pineapple. Or sugar sprinkles on your peas. But there is one small arena in life over which you can still exert your control.

Editor’s note: This continues Jack Dunigan’s series about unsung heroes in the workplace, and the 16 traits they all share.

Well, she’s done it again. Our generous friend and colleague, Margaret (Meg) Wheatley kicked off this year’s Chair Academy Conference in Phoenix. The beginning of her message remains dark, but the light at the end is a little clearer and brighter these days. We found her even more inspirational than in the past. She gave us a lot to think about.

In Against the Gods: The Remarkable Story of Risk (Wiley, 1998), Peter Bernstein says the mastery of risk is the foundation of modern life and is what divides modern from ancient times. By consciously or unconsciously calculating probabilities, quality professionals make intelligent decisions about business processes.

Within the next couple of weeks, scores of college students and senior high-school students on summer vacation will join the workforce. Many will have jobs at summer resorts, while others will perhaps work as life guards, as wait staff at restaurants, or toil at some of the state parks. Others will have positions as interns at some prestigious Fortune 500 companies. And that’s where I have a problem.

As publisher of Quality Digest Daily, I often take a somewhat dispassionate view of process and performance errors. After all, our typical reader is a quality professional whose job, in part, is to figure out why something went wrong and prevent it from occurring again.

Joe, a successful leader, is deeply frustrated. The strategic planning system that once served him well is failing. Regardless of his best-laid plans, other forces in the organization are overriding his strategies. His methods to motivate his staff no longer work. How can each day be such a struggle when he thought he knew everything he needed to know to do his job?

During a recent interview with a big Los Angeles-area newspaper, a reporter asked me, “Is America now in permanent decline?” My answer was, “No.” Our country is not in permanent decline. But I’m concerned that our leadership is.