Reading the Automotive Industry Action Group’s CQI-8 Layered Process Audit (LPA) Guideline, you might notice a line saying LPAs are “completed on site ‘where the work is done.’”

For lean manufacturing experts, this specific quote might bring to mind gemba walks, a method where leaders observe and solve problems on the shop floor. In Japanese, gemba means “the real place,” or in manufacturing, where the work is done.

Almost two years ago, Micron3DP demonstrated one of the earliest forays into 3D printing with glass. Just a few months later, MIT backed up glass’s place in the additive manufacturing realm and showed just how beautiful the possibilities were.

The June 9, 2017, episode of QDL looked at MEP program funding, nanoholograms, and banning laptops. Plus, we talked to Lolly Daskal about “leading from within.”

MEPs are Essential to Rebuilding American Manufacturing Competitiveness

Recent reports suggest that terrorists can now create bombs so thin that they cannot be detected by the current X-ray screening that our carry-on bags undergo.

How early is too early to introduce quality into your everyday life? Have we missed out on improvement opportunities in our personal lives along our paths to achieving our career goals as quality professionals? These questions have me pondering how life could have been different for me growing up with a little more emphasis on data analysis for improvement.

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n part one of this two-part series, I described the need for empiricism in root cause analysis (RCA). Now, I’ll explain how to achieve empiricism when performing a RCA by combining the scientific method and graphical explorations of data.

The world faces a new crisis situation more or less every day—be it political, economic, or humanitarian. Wherever a crisis is experienced, echoes are felt around the globe. In the digital age, social media conveys crises in real time, resulting in rich portfolios of pictures, videos, written records, and more.

There are many reasons for performing a root cause analysis (RCA). These reasons include determining the cause of a failure in a product or a process as well for determining the root cause of the current level of performance when a product or process has been selected for improvement.

After decades of coaching powerful executives around the world, I have observed that leaders rise to their positions relying on a specific set of values and traits. But in time, every executive reaches a point when his performance suffers and failure persists. Very few understand why or how to prevent this.