To stay profitable as a manufacturer, you have to run a tight ship. I’ve been lucky enough to visit with owners and key people at thousands of manufacturers all over the world.

Reshaping industries, automating routine tasks, and unlocking new realms of creativity—welcome to the world of

Meritocracy—the idea that individuals should advance based on their talent and hard work—appeals to our sense of fairness. However, despite its noble intentions, meritocracy often fails in practice.

One hour after takeoff from London’s Heathrow Airport on an intercontinental flight to the U.S., the pilot announced the aircraft was returning, “because my windshield just shattered.” After gasps from passengers, he calmly announced there was no danger, but there wo

When most people think about work, fun probably isn’t the first word that comes to mind. Deadlines, meetings, and spreadsheets? Sure. But laughter, camaraderie, and a little silliness? That often feels like a luxury, not a priority.

Change is inevitable in manufacturing. Controlling change effectively distinguishes industry leaders from quality-deficient, recall-plagued, and regulatory-troubled companies.

When organizations implement an enterprise quality management system (EQMS), the instinct is often to begin with high-visibility processes like corrective and preventive action (CAPA) or supplier quality.

My June 2025 article, “How to Avoid FDA Warning Letters,” points out that inadequate corrective and preventive action (CAPA) is a major reason

I had a great conversation with a friend of mine. He was bemoaning the fact that his company was almost completely dependent on one huge customer. He saw the inherent risks in that relationship but confessed that his organization had a bad habit it couldn’t kick.

We’d be willing to bet your key collaborators aren’t all in the same building. Your team members, contract partners, clients, and suppliers are likely scattered across the globe.