Content By William A. Levinson

William A. Levinson’s picture

By: William A. Levinson

William A. Levinson’s picture

By: William A. Levinson


An article in the April 2013 edition of Quality Progress titled “Back to Work” reports that Yahoo! now requires employees who previously telecommuted to report to a Yahoo! office, or even relocate so they will be able to do so.

William A. Levinson’s picture

By: William A. Levinson

Automobiles were once high-maintenance luxuries that only the wealthy could afford. Renewable energy, such as that from photovoltaic sources, also is a luxury among whose sole redeeming qualities are its uninterruptable nature—at least during the daytime.

William A. Levinson’s picture

By: William A. Levinson


It is a basic principle that muda (waste) often hides in plain view, and it persists because people become used to living with it or working around it. Bricklaying, one of the world’s oldest trades, is a classic example.

William A. Levinson’s picture

By: William A. Levinson

Henry Ford would have fired for incompetence any manager who tried to move jobs offshore for cheap labor. He believed—and more important, proved—that intelligent management can make most jobs sufficiently value-adding to justify high wages for American workers. If he was alive today, however, California’s enactment of a cap-and-trade law would disqualify the state from consideration as a Ford manufacturing venue under the following criteria.

William A. Levinson’s picture

By: William A. Levinson

The New York metropolitan area took longer than other regions to recover from Hurricane Sandy, due largely to the logistical difficulty of getting things into and out of cities in general. Problems included, for example, gasoline rationing because of delivery interruptions. Intelligent businesses should take the opportunity to consider whether metropolitan areas themselves are now muda or waste; anachronisms that have outlived their original purposes.

William A. Levinson’s picture

By: William A. Levinson

The traditional control charts for nonconformances (np and p) and defects (c and u) date back to the 1920s, and they rely on the normal approximation to the binomial and Poisson distributions, respectively. This approximation works best when the expected number of events is 4 to 6, or even greater. The control charts therefore perform better as quality becomes worse, which suggests there is something wrong with the whole picture.

William A. Levinson’s picture

By: William A. Levinson

ISO 14001 originated in the 1990s, and ISO 50001 is even newer. The basic and easily understandable concepts behind them have, however, been around for more than 100 years.

William A. Levinson’s picture

By: William A. Levinson

Two thousand years ago, somebody (like the future Alexander the Great) who wanted to learn from a famous philosopher (like Aristotle) had to visit him in person, or vice versa. Written correspondence was of course possible, but every letter had to be written by hand, and it could take months to reach its destination. It was hardly possible to have an ongoing, two-way exchange of ideas under these conditions.

William A. Levinson’s picture

By: William A. Levinson

People often ask for examples of benefits from implementing ISO 9001-compliant quality management systems (QMS). Such examples are often difficult to provide, at least in terms of immediate results. The reason is that the effects of ISO 9001 and its automotive counterpart ISO/TS 16949 are largely preventive, which means they are most conspicuous through their absence.

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