Very early in my lean adventure as a new vice president of operations, when the idea of listening to workers was still a little strange, I returned from a week vacation to find that two of my peer managers had teamed up to convince the company president that I had “t

T he Breakthrough Award by Popular Mechanics magazine was presented to University of Michigan (U-M) professor Jessy Grizzle for creating MABEL, a robot that walks with the agility of a human and runs at a 9-minute mile pace.

Middle managers don’t get lots of respect in the workplace. And for a variety of reasons, scholars have mostly studied the worth of CEOs and the efficacy of various management practices.

When consumers are in the market for a vehicle, they no doubt consider quality as one of many buying factors. Yet quality is complex in itself, encompassing design, durability, reliability, and performance. It’s anything—and everything.

A company with a large customer base has a monthly practice of measuring its performance on quality and customer-related metrics. These are reviewed by the CEO and the rest of the senior management team.

Bruce Nevins is a serial entrepreneur across multiple industries, including beverages, lighting, and athletic apparel.

I’m presently working with a former auditee, now a friend, on a consultancy project, the aim of which is to establish a management system for a service provider.

Science television shows are the main reason we have cable TV in my house. We recently saw a show in which researchers recorded dolphin squeaks to determine whether their sounds are a real language.

I have seen organizational lean or lean Six Sigma job requirements stating that any level of certification from almost any institution is acceptable, at least according to the recruiter. But guess what?